Reed Supermarket is facing decreasing sales and rising threats from competitors. The document analyzes reasons for declining performance and provides solutions to increase market share to 16% including focusing on high-end customers, differentiating products through quality, convenience and private labels, and reinforcing the brand through promotion. Competitors are segmented into high and low threats with strategies outlined to combat each.
The document provides an action plan for Reed's VP of Marketing to grow market share from 14% to 16% in 2011. Key recommendations include: stopping dollar special promotions; increasing the sales target to $775 million; focusing on and increasing wallet share of the current target segment; maintaining brand positioning through quality products and customer experience; improving the product mix with more private labels and bundled products; increasing the customer base by 1% from a competitor; using promotions to increase loyalty and awareness; and maintaining current store locations without expansion. Justification is provided for focusing on the current customer segment, defending the brand position against competitors, and why certain competitors do not pose serious threats.
The document summarizes information about Reed's grocery store group including:
- The group has 6 members and was established in 1939 in Kalamazoo, Michigan operating 192 retail stores.
- In 2010, Reed's had $660 million in sales but lost market share in recent years falling to 14% currently.
- A dollar special campaign is analyzed but found to lose Reed's money since discounted items are sold below cost. Continuing this campaign is not recommended.
- Reed's objectives are outlined to regain market share without new stores by better understanding customers and implementing new marketing strategies promoting their higher quality products and brand position.
Reed Supermarkets needs a growth plan to increase its market share from 14% to 16% in 2011. The plan recommends stopping dollar special promotions, increasing the sales target to $775 million, focusing on the current affluent customer segment and increasing their wallet share, maintaining the brand positioning, improving the product mix with more private labels and bundled products, and increasing the customer base by targeting Galaxy store customers. Justifications are provided for the recommendations based on an analysis of the competitive industry and Reed's positioning regarding price, quality, customer experience, and product differentiation.
Reed Supermarkets - A New Wave of CompetitionHaseebEjaz
Reed Supermarket has operated grocery stores in the Midwest since 1939. It now has 192 stores but faces increased competition that threatens its market share. In the Columbus, Ohio market, where Reed has 25 stores, competitors include large supermarket chains, warehouse clubs, and dollar stores. Dollar stores in particular have grown rapidly and sell a variety of goods at low prices. To respond to these challenges, Reed will focus on increasing its private label healthy products, expanding prepared foods, redesigning its website to provide recipes and advice, and creating membership programs to reward loyal customers. These strategies aim to strengthen Reed's positioning and grab 16% of the Columbus market share by 2011.
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.
Ingersoll Rand manufactures stationary air compressors ranging from 3/4 to 6,000 hp. They use four distribution channels: direct sales force, independent distributors, IR distributors (Air-centers), and manufacturer's representatives. IR is introducing a new centrifugal compressor, the Centac-200, in the medium 200hp range. This market is currently dominated by Atlas Copco, which uses distributors. Three options for distributing the Centac-200 were considered: direct sales force, individual distributors, or Air-centers. Air-centers were concluded to be the best option as they are specialists who can focus on the niche oil-free compressor market and provide expert service, unlike individual distributors. This
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
The document provides an action plan for Reed's VP of Marketing to grow market share from 14% to 16% in 2011. Key recommendations include: stopping dollar special promotions; increasing the sales target to $775 million; focusing on and increasing wallet share of the current target segment; maintaining brand positioning through quality products and customer experience; improving the product mix with more private labels and bundled products; increasing the customer base by 1% from a competitor; using promotions to increase loyalty and awareness; and maintaining current store locations without expansion. Justification is provided for focusing on the current customer segment, defending the brand position against competitors, and why certain competitors do not pose serious threats.
The document summarizes information about Reed's grocery store group including:
- The group has 6 members and was established in 1939 in Kalamazoo, Michigan operating 192 retail stores.
- In 2010, Reed's had $660 million in sales but lost market share in recent years falling to 14% currently.
- A dollar special campaign is analyzed but found to lose Reed's money since discounted items are sold below cost. Continuing this campaign is not recommended.
- Reed's objectives are outlined to regain market share without new stores by better understanding customers and implementing new marketing strategies promoting their higher quality products and brand position.
Reed Supermarkets needs a growth plan to increase its market share from 14% to 16% in 2011. The plan recommends stopping dollar special promotions, increasing the sales target to $775 million, focusing on the current affluent customer segment and increasing their wallet share, maintaining the brand positioning, improving the product mix with more private labels and bundled products, and increasing the customer base by targeting Galaxy store customers. Justifications are provided for the recommendations based on an analysis of the competitive industry and Reed's positioning regarding price, quality, customer experience, and product differentiation.
Reed Supermarkets - A New Wave of CompetitionHaseebEjaz
Reed Supermarket has operated grocery stores in the Midwest since 1939. It now has 192 stores but faces increased competition that threatens its market share. In the Columbus, Ohio market, where Reed has 25 stores, competitors include large supermarket chains, warehouse clubs, and dollar stores. Dollar stores in particular have grown rapidly and sell a variety of goods at low prices. To respond to these challenges, Reed will focus on increasing its private label healthy products, expanding prepared foods, redesigning its website to provide recipes and advice, and creating membership programs to reward loyal customers. These strategies aim to strengthen Reed's positioning and grab 16% of the Columbus market share by 2011.
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.
Ingersoll Rand manufactures stationary air compressors ranging from 3/4 to 6,000 hp. They use four distribution channels: direct sales force, independent distributors, IR distributors (Air-centers), and manufacturer's representatives. IR is introducing a new centrifugal compressor, the Centac-200, in the medium 200hp range. This market is currently dominated by Atlas Copco, which uses distributors. Three options for distributing the Centac-200 were considered: direct sales force, individual distributors, or Air-centers. Air-centers were concluded to be the best option as they are specialists who can focus on the niche oil-free compressor market and provide expert service, unlike individual distributors. This
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
This document provides an analysis of Trader Joe's competitive strategy in the supermarket industry. It discusses how Trader Joe's achieves competitive advantages through various aspects of its business model, including maintaining low prices through private label products and bulk purchasing, keeping operations simple with few SKUs and small store formats, investing in employee training and benefits, and relying on word-of-mouth marketing rather than traditional advertising. The analysis examines Trader Joe's strategy using Porter's Five Forces and a value chain framework to illustrate how Trader Joe's unique approach has allowed it to carve out a profitable niche and maintain sustainability in the highly competitive grocery market.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
Pepsi Lipton Brisk - Harvard Business Review CaseFamy
This document summarizes a case study regarding marketing options for PepsiCo's Brisk iced tea brand. It includes a SWOT analysis, segmentation of target markets as millennial and Hispanic males, and positioning of Brisk as an "edgy, cool" brand that "gives you energy." Two advertising options are considered: television advertising or a viral social media campaign. The document recommends a viral campaign titled "That's Brisk, Baby: Rebirth" that would involve creative characters called "The Brisk Brothers" and the tagline "Now That's Brisk."
- Reed's is a mid-sized regional grocery store chain established in 1939 with 192 stores in Ohio.
- It faces intense competition from lower, mid, and higher priced grocery store chains in the Columbus, Ohio metropolitan area.
- Key trends in the grocery industry are decreasing customer loyalty, an increase in fill-in trips rather than stock-up trips, and a rise in private label foods and value over brand influence.
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
This case study examines Coca-Cola's launch of New Coke in 1985. Due to declining market share against Pepsi in the 1970s and 1980s, Coca-Cola reformulated its 99-year old formula. Market research showed dissatisfaction with the new formula, but it was launched as New Coke anyway. New Coke was heavily promoted but failed to meet consumer expectations, tasting too similar to Pepsi. It was perceived as a "me-too" product and replaced by Coca-Cola Classic in July 1985. The rapid failure of New Coke and success of the return to Coca-Cola Classic has led some to believe the launch was deliberately engineered to boost sales of the original formula.
L'Oreal Of Paris: Bringing "Class To Mass" With Plénitude Apoorv Malu
This document summarizes L'Oreal's Plénitude skin care brand strategy in the United States. Some key points:
1. L'Oreal launched Plénitude in the US nationwide with 14 SKUs across basic moisturizers, treatment moisturizers, and cleansers.
2. Plénitude initially saw strong sales but then hit a 4-year sales plateau, losing the #2 spot to Pond's by the 9th year.
3. L'Oreal identified needs to improve sales, profits, and Plénitude's contribution globally by rethinking their US strategy, product lineup, and pricing. This included market research to ensure their products fit US customer needs.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
The document discusses Aqualisa's Quartz shower valve which was intended to improve on existing shower technologies but struggled initially. It provides details on the UK shower market, Aqualisa's distribution channels, and the development of the Quartz valve. While the Quartz valve had technological advantages, plumbers were wary of innovation and it was priced too high. As a result, few units sold in the first few months through trade shops and showrooms.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
Natureview Farm produces yogurt using natural ingredients. In 2001, it needed to grow revenue over 50% to $20 million for its VC investors. It considered three options: 1) Expanding 6 8-oz yogurt SKUs in eastern and western supermarkets, 2) Expanding 4 32-oz SKU nationally in supermarkets, or 3) Introducing 2 children's multipacks in natural food stores. Option 1 was chosen as it could exceed the revenue target, 8-oz yogurt had highest demand, and it allowed exposure to more supermarket customers as the first natural yogurt brand, though it carried higher risks.
The document provides an analysis of Longchamp and its iconic Le Pliage bag. It begins with background on Longchamp's history and operations. A SWOT analysis is then given for Longchamp and its competitors Louis Vuitton, Michael Kors, and Coach. An external analysis using Porter's 5 Forces is also presented. Financial information for Longchamp and competitors is reviewed. Recommendations are made to manage Le Pliage's status through customization and a men's line. Improving the customer experience through retail changes is also suggested. Implementation strategies are outlined for the recommendations.
Colgate case study- Harvard Business ReviewHarish kumar
This document discusses strategies for launching Colgate's new Precision toothbrush. It recommends initially targeting niche "therapeutic and cosmetic brushers" and entering the super-premium market. An advertising campaign would promote the brush's effectiveness at preventing gum disease. In the long term, it recommends moving to the mainstream market to broaden availability and profits, as niche positioning cannot be maintained and competitors may emerge. The niche approach mitigates downsides like cannibalizing existing brush sales.
CSP is considering options for pricing, packaging, and demand forecasting for its new weight-loss drug Metabical. Three demand forecasting models were analyzed estimating the potential market between 4.3-9.8 million customers. Packaging and pricing strategies were evaluated using a matrix to determine ROI under different scenarios. Pricing at $150 targeting the ideal customer profile was estimated to achieve a 5.73% ROI, meeting CSP's objective.
Red Bull controls 70% of the worldwide energy drink market through innovative marketing strategies focused on sponsoring extreme sports and selling a lifestyle rather than just a drink. While Red Bull has found success targeting males aged 18-35, opportunities exist to expand into new customer segments such as females and older age groups through product extensions and promoting the perceived health benefits of the drink. The document analyzes Red Bull's financial performance and marketing strategies and provides recommendations to maintain market leadership by capitalizing on emerging trends and entering new markets.
As part of our Global Strategic Management (GSM) module, we were required to read through a Royco case study analyse the issues that the company was facing and perform our own analysis on the company and the industry.
From this analysis we were required to come up with recommendations to help Royco grow their business and resolve problems within the company
This document provides an analysis of Trader Joe's competitive strategy in the supermarket industry. It discusses how Trader Joe's achieves competitive advantages through various aspects of its business model, including maintaining low prices through private label products and bulk purchasing, keeping operations simple with few SKUs and small store formats, investing in employee training and benefits, and relying on word-of-mouth marketing rather than traditional advertising. The analysis examines Trader Joe's strategy using Porter's Five Forces and a value chain framework to illustrate how Trader Joe's unique approach has allowed it to carve out a profitable niche and maintain sustainability in the highly competitive grocery market.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
Pepsi Lipton Brisk - Harvard Business Review CaseFamy
This document summarizes a case study regarding marketing options for PepsiCo's Brisk iced tea brand. It includes a SWOT analysis, segmentation of target markets as millennial and Hispanic males, and positioning of Brisk as an "edgy, cool" brand that "gives you energy." Two advertising options are considered: television advertising or a viral social media campaign. The document recommends a viral campaign titled "That's Brisk, Baby: Rebirth" that would involve creative characters called "The Brisk Brothers" and the tagline "Now That's Brisk."
- Reed's is a mid-sized regional grocery store chain established in 1939 with 192 stores in Ohio.
- It faces intense competition from lower, mid, and higher priced grocery store chains in the Columbus, Ohio metropolitan area.
- Key trends in the grocery industry are decreasing customer loyalty, an increase in fill-in trips rather than stock-up trips, and a rise in private label foods and value over brand influence.
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
This case study examines Coca-Cola's launch of New Coke in 1985. Due to declining market share against Pepsi in the 1970s and 1980s, Coca-Cola reformulated its 99-year old formula. Market research showed dissatisfaction with the new formula, but it was launched as New Coke anyway. New Coke was heavily promoted but failed to meet consumer expectations, tasting too similar to Pepsi. It was perceived as a "me-too" product and replaced by Coca-Cola Classic in July 1985. The rapid failure of New Coke and success of the return to Coca-Cola Classic has led some to believe the launch was deliberately engineered to boost sales of the original formula.
L'Oreal Of Paris: Bringing "Class To Mass" With Plénitude Apoorv Malu
This document summarizes L'Oreal's Plénitude skin care brand strategy in the United States. Some key points:
1. L'Oreal launched Plénitude in the US nationwide with 14 SKUs across basic moisturizers, treatment moisturizers, and cleansers.
2. Plénitude initially saw strong sales but then hit a 4-year sales plateau, losing the #2 spot to Pond's by the 9th year.
3. L'Oreal identified needs to improve sales, profits, and Plénitude's contribution globally by rethinking their US strategy, product lineup, and pricing. This included market research to ensure their products fit US customer needs.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
The document discusses Aqualisa's Quartz shower valve which was intended to improve on existing shower technologies but struggled initially. It provides details on the UK shower market, Aqualisa's distribution channels, and the development of the Quartz valve. While the Quartz valve had technological advantages, plumbers were wary of innovation and it was priced too high. As a result, few units sold in the first few months through trade shops and showrooms.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
Natureview Farm produces yogurt using natural ingredients. In 2001, it needed to grow revenue over 50% to $20 million for its VC investors. It considered three options: 1) Expanding 6 8-oz yogurt SKUs in eastern and western supermarkets, 2) Expanding 4 32-oz SKU nationally in supermarkets, or 3) Introducing 2 children's multipacks in natural food stores. Option 1 was chosen as it could exceed the revenue target, 8-oz yogurt had highest demand, and it allowed exposure to more supermarket customers as the first natural yogurt brand, though it carried higher risks.
The document provides an analysis of Longchamp and its iconic Le Pliage bag. It begins with background on Longchamp's history and operations. A SWOT analysis is then given for Longchamp and its competitors Louis Vuitton, Michael Kors, and Coach. An external analysis using Porter's 5 Forces is also presented. Financial information for Longchamp and competitors is reviewed. Recommendations are made to manage Le Pliage's status through customization and a men's line. Improving the customer experience through retail changes is also suggested. Implementation strategies are outlined for the recommendations.
Colgate case study- Harvard Business ReviewHarish kumar
This document discusses strategies for launching Colgate's new Precision toothbrush. It recommends initially targeting niche "therapeutic and cosmetic brushers" and entering the super-premium market. An advertising campaign would promote the brush's effectiveness at preventing gum disease. In the long term, it recommends moving to the mainstream market to broaden availability and profits, as niche positioning cannot be maintained and competitors may emerge. The niche approach mitigates downsides like cannibalizing existing brush sales.
CSP is considering options for pricing, packaging, and demand forecasting for its new weight-loss drug Metabical. Three demand forecasting models were analyzed estimating the potential market between 4.3-9.8 million customers. Packaging and pricing strategies were evaluated using a matrix to determine ROI under different scenarios. Pricing at $150 targeting the ideal customer profile was estimated to achieve a 5.73% ROI, meeting CSP's objective.
Red Bull controls 70% of the worldwide energy drink market through innovative marketing strategies focused on sponsoring extreme sports and selling a lifestyle rather than just a drink. While Red Bull has found success targeting males aged 18-35, opportunities exist to expand into new customer segments such as females and older age groups through product extensions and promoting the perceived health benefits of the drink. The document analyzes Red Bull's financial performance and marketing strategies and provides recommendations to maintain market leadership by capitalizing on emerging trends and entering new markets.
As part of our Global Strategic Management (GSM) module, we were required to read through a Royco case study analyse the issues that the company was facing and perform our own analysis on the company and the industry.
From this analysis we were required to come up with recommendations to help Royco grow their business and resolve problems within the company
Team P is developing an online platform called Foodzone to connect food manufacturers, distributors, retailers, and facilitate product distribution. In the first week, Foodzone had 10 customers yesterday and 45 customers total. The platform allows manufacturers to showcase their products and link with retailers and distributors. Retailers can access new product information. Foodzone's revenue model includes subscription fees and transaction commissions. The team conducted customer interviews, identified pain points around increasing sales, and plans further customer validation and testing service ideas to analyze partnership opportunities.
Starbucks global quest in 2008: is the best yet to come?Yohann HELSON
This document provides an analysis of Starbucks' business and recommendations for its future strategy. It summarizes that Starbucks is the largest coffeehouse company in the world with over 20,000 stores in 61 countries. It identifies opportunities for international expansion but recommends focusing on improving customers' in-store experience by enhancing the atmosphere and "third place" concept to continue its strong financial performance and challenge the status quo.
Krispy kreme doughnuts. 2006, is a turnaround possible?Yohann HELSON
1. Krispy Kreme Doughnuts grew aggressively from the 1950s-2000s but began declining in 2005.
2. An internal and external analysis found opportunities in consumer trends but also threats from health campaigns and increased competition.
3. Recommendations included corrective financial measures, hiring qualified managers, focusing on successful stores, and adapting products to consumer desires for a turnaround.
fast moving consumer good-nestle-by sameerSam Kenway
Fast Moving Consumer Goods (FMCG) are non-durable goods that are sold quickly and at low costs such as food items, beverages, and personal hygiene products. FMCGs are characterized by high volume sales, low profit margins per unit, and rapid replenishment. Major FMCG companies include Hindustan Unilever, ITC, and Nestle which have significant market shares in India. Nestle is a Swiss company with popular brands like Maggi, Nescafe, KitKat, and Nestea that are frequently purchased by consumers.
Fast Moving Consumer Goods (FMCG) are non-durable goods that are sold quickly and at low costs such as food items, beverages, and personal hygiene products. FMCGs are characterized by high volume sales, low profit margins per unit, and rapid replenishment. Major FMCG companies include Hindustan Unilever, ITC, and Nestle which have significant market shares in India. Nestle is a Swiss company with popular brands like Maggi, Nescafe, KitKat, and Nestea that are frequently purchased by consumers.
Fast Moving Consumer Goods (FMCG) are non-durable goods that are sold quickly and at low costs such as food items, beverages, and personal hygiene products. FMCGs are characterized by high volume sales, low profit margins per unit, and rapid replenishment. Major FMCG companies include Hindustan Unilever, ITC, and Nestle which have significant market shares in India. Nestle is a Swiss company with popular brands like Maggi, Nescafe, KitKat, and Nestea that are frequently purchased by consumers.
Here is the Power-point presentation ppt of Britannia Industries Limited. In this ppt we have described you about Mission statement, Vision Statement, Britannia's products, Britannia's competitors, Britannia's stakeholders, Positive and negative of stakeholders, Primary and secondary stakeholders, which stake holders are important and which are not also which stakeholders influence the most and which not, Britannia's Problem tree, Britannia's objective tree, segmentation, PESTEL analysis, Swot analysis, Tows analysis, 4Ps (i.e. Product, Price, Promotion, Place), Porter's five forces (Analysis), Business Model, BCG Matrix (Growth Share matrix), Consumer/Customer Perception, Strategic Recommendations/Suggestions.
Foodservice Fundamentals Fast Track: Introduction to the Foodservice Industryifmaworld
1) Independent restaurants, defined as those with 1-9 units, make up over 63% of total eating establishments but account for only 35% of total industry sales.
2) The top independent restaurants by sales can generate over $20 million annually with check averages of $50-$80.
3) Tao Restaurant in Las Vegas is the highest grossing independent, projected to generate $66 million in 2010 across its restaurant, club, and pool areas with over 1,400 guests on weekends.
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods (FMCG) company. It has a strong presence across India in both urban and rural areas. HUL faces competition from other domestic and multinational FMCG firms. However, it maintains an advantage through its large scale of operations, extensive distribution network, and portfolio of popular brands that serve a wide range of price points. The company continues to focus on innovation and adapting its products to evolving consumer demands in India.
Starbucks uses several pricing strategies depending on the market. [1] In new international markets, it uses market-oriented pricing, setting prices based on research of local competitors. [2] Domestically, it generally prices higher than competitors like Dunkin' Donuts, positioning itself as a premium brand offering an "experience." [3] It also employs techniques like price skimming, where new products are priced high to gain profit, and second-degree price discrimination, offering volume discounts to large buyers.
The document provides an overview of the FMCG industry and Hindustan Unilever Ltd (HUL) in India. It states that the FMCG industry is the 4th largest sector in India, with a size of US$13.1 billion. It then discusses major domestic and foreign players in the industry such as HUL, Britannia, Dabur, and PepsiCo. The document focuses on HUL, describing it as India's largest FMCG company and part of Unilever Group. It outlines HUL's mission, geographic presence, product portfolio, and strategic acquisitions. SWOT and Five Forces analyses are also presented.
This document discusses several topics related to international business and product management. It covers the different orientations companies can take when expanding internationally, including ethnocentric, polycentric, regiocentric, and geocentric. It also discusses factors companies consider when deciding whether to standardize or adapt their products for different markets. Some of these factors include government regulations, consumer preferences and characteristics, economic development levels, and product characteristics themselves. Lastly, it touches on challenges like product counterfeiting internationally.
This document discusses strategies for combating private label threats. It outlines solutions such as doing nothing, better retail support, differentiation, reducing price gaps, introducing fighter brands, and sourcing private labels. Private labels provide value and savings for consumers and are often comparable or better in quality than national brands. Stores develop private labels to offer customer choice and savings while strengthening their competitive position.
This document discusses the interface between cotton production and marketing from the perspective of spinners and suppliers. Spinners require high quality raw cotton that meets certain specifications in terms of trash content, length, strength, fineness and other properties to efficiently run their spinning plants and produce quality yarns and fabrics. To meet these demands, growers and suppliers must ensure production, picking and ginning processes achieve very high standards. Cotton is also manually graded by experts to classify purchases for clients.
This document discusses private label brands and national brands. It provides insights into:
1) Private label market share typically increases when the economy is weak and decreases when strong. However, national brand managers can address the private label threat.
2) Private labels pose several threats to national brands, including improved quality, premium private labels, and the emergence of new retail channels.
3) National brand manufacturers should invest in their brands, innovate wisely, manage trade relationships, pricing, promotions and each category individually to address the private label challenge.
4) Private labels make up 10-12% of the Indian retail market currently but are growing. Major retailers have pioneered private labels in India. Private
Strategic Management PPT, A class project of SM on Dalda Foods, in included introduction, vision, mission, all matrices, swot analysis and Recommendations
Whole Foods Market operates 311 natural and organic supermarkets in the United States, holding a 15% market share of the growing $65 billion natural and organic foods segment. It has experienced stable top-line growth of 11.28% annually and increasing profitability through efficiency gains. While returns have doubled in five years, further improvement is needed. However, as the first certified organic retailer and segment leader, Whole Foods is well positioned to capitalize on continued consumer demand for healthy, organic options.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
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9. Product Differentiation
High-end Convenience Private labeling Dollar Special
Products • 25 Locations • Natural • Decrease Net
• Healthy • Long hours • Healthy Products Operating Profits
• Organic • Full range of • Not consistent with
• High Quality products brand equity
• Imported • One-Stop Shopping
SOM 498 - Spring 2012 9
10. Product Differentiation
High-end Convenience Increase Private Prepare Foods
Products • 25 Locations labels • Increase variety of
• Healthy • Long hours • Natural Products Healthy Foods
• Organic • Full range of • Healthy Products
• High Quality products
• One-Stop Shopping • Lower Prices at = 2-4%
• Private Label
a Lower cost Increase
Store Traffic
Increase sales by 15%
SOM 498 - Spring 2012 10
11. Introduction of Private Labeling
Columbus Market
$1 Million Marketing Plan = Increase Sales by 15%
(Estimations in Millions) Current Sales Sales Increase by 15%
Sales Decrease/Increase -31.43 99
Total Sales 660 759
Sales Increase From Increase % Sales Increase by
Private Labels 10% 66.0
Prepared Foods 3% 19.8
Other Items 2% 13.2
Total Sales Increase 15% 99 16%
SOM 498 - Spring 2012
Som 11
13. Product Positioning
Maintain the current product position
• High quality products
• Organic & natural products
• Imported products
Value-pricing strategies
• Price the product based on customers’ perceived
value
SOM 498 - Spring 2012 13
16. Recommandations
Advertising: “Be Good to Yourself”
• Health and sport magazines
• Social media
• Smartphone applications
Website redesign:
• Cooking receipts
• Blogs/ forums
• Customize healthy diet Medium term
SOM 498 - Spring 2012 16
17. Recommandations
Membership programs:
• Points shopping rewards
• Gas reward cards
• Birthday card/special occasion gifts for loyal members
Philanthropy
• Community service
Long term
SOM 498 - Spring 2012 17
18. Conclusion
• Revenue growth
• Differentiation strategy
• Marketing campaign
• Branding as
• High quality
• Convenience
• Customer Satisfaction/Choice
SOM 498 - Spring 2012 18
20. Threats
Competitors - low-end products
Walmart/ Target Costco/BJ’s Dollar General
(one-stop shopping (wholesale warehouse)
-biggest threat
supercenter) -most carry one brand
-mix of packaged items
-introduced groceries -bulk-packed for
large, middle class -mostly no refrigerated
-world’s largest retailer families product
-leader of food retailing -20% discounted price
SOM 498 - Spring 2012 20
22. Disadvantage to the “Dollar Special”
($ Millions)
Dollar Special Regular Price
Price
(6% Increase)
2% Sales 673.2 673.2
Increase
6% Sales 40.39 40.39
Net Profit Margin 13.46 13.46
Loss on Discounts -10.54 0
Net Sales 2.92 13.46
Sales increase by 15% = $54.45 Millions lost on Net Sales
SOM 498 - Spring 2012
Som 22
23. Profits Increase
($, Millions)
Estimated Sales
Total Sales 759
Operating Expenses -743.82
Profit Margin (2%) 15.18
Marketing Expense -1
Net Profits Increase 14.18
SOM 498 - Spring 2012
Som 23
24. Adding Prepared Foods
($, Millions)
2010 Worst Case Scenario Best Case Scenario
2011 2011
Estimated Sales: 660 673.2 686.4
Store Traffic - 2% 4%
Increase by:
Sales from 112.2 125.2 138.6
prepared foods:
Profit Margin - 37.56 41.58
(30%)
SOM 498 - Spring 2012
Som 24
25. SOM 498 - Spring 2012 25
Retrived From: http://www.ralcorp.com/pdf/Ralcorp_CAGNY_Presentation.pdf
27. Private Brand Foods Have Had Impressive
Long-Term Growth Rates
Date
2010 2011
http://gasbuddy.com/gb_retail_price_chart.aspx SOM 498 - Spring 2012 27
30. Financial Overview
Increase Market Share
http://www.reedsinc.com/ir/pdfs/12-711%20REEDS%20Dec%202011%20Investor%20Presentation.pdf
SOM 498 - Spring 2012
Som 30
31. Gas Price in Columbus, OH
Date
2010 2011
http://gasbuddy.com/gb_retail_price_chart.aspx SOM 498 - Spring 2012
Som 31
32. Columbus market
Columbus
Comparing to Median Population Unemployment
household growth from rate in Dec 2010:
income: $52,000 2000 to 2009: 8.5%
11%
Ohio 11.6% higher - -
Nation Slightly higher 2% higher 1.3% lower
Median income of a Reed shopper was 12% higher
than the area household average
SOM 498 - Spring 2012 32
34. Quality Index
9.0
8.5 8.4 8.4
8.3
8.0
7.5
Quality
7.0 6.8 Reed
6.6 6.6
Average
6.5
Discount Store
6.0
5.7
5.5
5.2
5.0
2008 2009 2010
Year(s)
SOM 498 - Spring 2012 34
35. Price Index
9.0
7.7 7.9
8.0
7.0 6.8 6.6
6.2
6.0
5.0
Price
4.3 4.5
4.2
4.0 Reed
Average
3.0
Discount store
2.0
1.0
0.0
2008 2009 2010
Year
SOM 498 - Spring 2012 35
36. United States Organic Food Market Value
& Value Forecast: $ billion, 2005-2014
http://www.sbdcnet.org/small-business-research-reports/retail-organic-food-industry-in-the-u-s
SOM 498 - Spring 2012 36
37. Customer Service
Satisfaction Program
Annual satisfaction surveys distributed online
and in-store, to measure:
– Customer service
– Customer expectations
– Areas for improvement
– What items they will like to see in stores
SOM 498 - Spring 2012 37
38. List of brand name food products
Example
Baked goods Cookies Chips Hot food desserts
brands
Warburtons Burton's Cheeselets Chicago Ben & Jerry's
Hovis [1] Maryland Cheesy Tool Bag Town Calypso Icicles
Nabisco [2] Specials Discos Findus Crispy Freezepops
McVitie's Cadbury Doritos Pancakes Cremosa
Mother's Pride Snack Frazzles Pot Noodle Eskimo Pie
Pepperidge Double Take (Walkers) [7] [8] and Juicy Drop Pop
Farm Domino Good 'n' derived like Lyons Maid
Westminster Disney Pixar Crunchy Pot Rice Magnum
Cracker Milk Golden Wonder Unilever Pingviini
Company [3] Chocolate (Tayto Group) Crispy Pehmis
St. Amour Crispy Bars Horror Bags Chicken Bites Rocket
Cookies Jaffa Cake [5] McCoys Crisps Basil Brush
Kits Kit Kat Snackfood Chicken
Danish Oreo Company Boom Booms
Biscuits Tayto Fusion Batchelors
Walkers
Shortbread SOM 498 - Spring 2012 38
Editor's Notes
Brand awareness- measure how many consumers in a market are familiar with the brand and what it stands for.Perceived value: the relationship between a product’s benefits and its cost.A brand placed on products that a large manufacturer has created for a smaller retailer. The smaller retailer places their own private brand label on the final good which was created by a third party manufacturer.