QUAKER OAT'S snapple: failing to understand the essence of the brandRey Ferrer Ferrer
Quaker Oats acquired Snapple Beverage Corporation in 1994 for $1.7 billion hoping to leverage Snapple's success and synergies with its Gatorade brand. However, Quaker struggled to understand Snapple's culture and loose manufacturing process. Competition intensified as other beverage companies targeted Snapple's niche markets. Quaker's operational issues led to distribution problems, a $75 million loss in 1995, and declining demand. The acquisition is now seen as Quaker's costliest mistake as Snapple was later sold for much less after its business declined under Quaker's ownership.
This document provides a case analysis of strategic decisions facing Land Rover North America (LNRA) regarding the launch of new vehicle models in the US market. It discusses LNRA's history and current product lineup. The case focuses on positioning, marketing mix, and retail strategy decisions for three new vehicles: the Land Rover Defender, Discovery, and second generation Range Rover. It analyzes consumer preferences and competitors to inform recommendations around positioning each vehicle and allocating a $30 million marketing budget across advertising, website development, and establishing controlled retail centers.
This document provides a table of contents and introduction for a marketing communication plan for Metabical, a new prescription weight loss drug. It summarizes the results of market research, which found that 65% of moderately overweight adults are dissatisfied with their current weight loss options. Women and younger consumers indicated a stronger interest in weight loss for appearance reasons, while older consumers prioritized health. The document outlines a situation analysis, including an identification of the overweight problem in the US, market analysis of survey results, and upcoming SWOT analysis to inform marketing strategy recommendations.
Market Plan Presentation - Course Projectcoralibre
This was a course project, and great experience. To summarize, our team (Tech Enterprise) lead and placed first in this business simulation against other great competitors; and tied the aspects of the course to the simulation (and vice-versa).
The document summarizes a study conducted by Hindustan Coca-Cola Beverages Pvt Ltd to understand the rural market penetration of Coca-Cola in the Bijnor region of Uttar Pradesh, India. It describes Coca-Cola's rural marketing strategy of improving availability, affordability and acceptability of its products. The study analyzed various outlets based on volume of sales, income groups and distribution channels. Key findings included competition from local drinks and brands, issues with visicooler supply, and preference for promotion schemes from retailers. Suggestions focused on maintaining supply, increasing brand availability, replacing damaged goods, and incentivizing retailers.
Snapple originated in the 1980s when three friends identified a need for no-preservative fruit juices. They expanded their product line to include iced teas, sports drinks, and more. While some products succeeded, many failed, but premium pricing on successes offset losses. Distributors wanted advertising, so Snapple hired tennis star Ivan Lendl, though the ads were ineffective. Snapple aimed to appeal to young, health-conscious urban professionals. It faced competition from other "new age" beverage brands. The brand established a quirky, offbeat identity through amateurish labels and homemade ads. It grew significantly until being acquired by multiple companies with varying levels of alignment with Snapple's culture and brand.
Cola Wars!!
Stage 1 (1950-1970) saw Pepsi target African Americans and younger consumers while Coke focused overseas. Pepsi doubled US consumers while Coke assumed saturation.
Stage 2 (1970-1990) saw both diversify into food while their market shares fluctuated between 30-40%. They imitated each other's ads and perceived brand differences.
Stage 3 (1990-2006) challenges included flat demand, obesity links to CSDs, and bottlers' profit pressures. Both shifted to non-CSD drinks and smaller packaging. Coke relied more on international markets while Pepsi was more aggressive in the US non-CSD market.
QUAKER OAT'S snapple: failing to understand the essence of the brandRey Ferrer Ferrer
Quaker Oats acquired Snapple Beverage Corporation in 1994 for $1.7 billion hoping to leverage Snapple's success and synergies with its Gatorade brand. However, Quaker struggled to understand Snapple's culture and loose manufacturing process. Competition intensified as other beverage companies targeted Snapple's niche markets. Quaker's operational issues led to distribution problems, a $75 million loss in 1995, and declining demand. The acquisition is now seen as Quaker's costliest mistake as Snapple was later sold for much less after its business declined under Quaker's ownership.
This document provides a case analysis of strategic decisions facing Land Rover North America (LNRA) regarding the launch of new vehicle models in the US market. It discusses LNRA's history and current product lineup. The case focuses on positioning, marketing mix, and retail strategy decisions for three new vehicles: the Land Rover Defender, Discovery, and second generation Range Rover. It analyzes consumer preferences and competitors to inform recommendations around positioning each vehicle and allocating a $30 million marketing budget across advertising, website development, and establishing controlled retail centers.
This document provides a table of contents and introduction for a marketing communication plan for Metabical, a new prescription weight loss drug. It summarizes the results of market research, which found that 65% of moderately overweight adults are dissatisfied with their current weight loss options. Women and younger consumers indicated a stronger interest in weight loss for appearance reasons, while older consumers prioritized health. The document outlines a situation analysis, including an identification of the overweight problem in the US, market analysis of survey results, and upcoming SWOT analysis to inform marketing strategy recommendations.
Market Plan Presentation - Course Projectcoralibre
This was a course project, and great experience. To summarize, our team (Tech Enterprise) lead and placed first in this business simulation against other great competitors; and tied the aspects of the course to the simulation (and vice-versa).
The document summarizes a study conducted by Hindustan Coca-Cola Beverages Pvt Ltd to understand the rural market penetration of Coca-Cola in the Bijnor region of Uttar Pradesh, India. It describes Coca-Cola's rural marketing strategy of improving availability, affordability and acceptability of its products. The study analyzed various outlets based on volume of sales, income groups and distribution channels. Key findings included competition from local drinks and brands, issues with visicooler supply, and preference for promotion schemes from retailers. Suggestions focused on maintaining supply, increasing brand availability, replacing damaged goods, and incentivizing retailers.
Snapple originated in the 1980s when three friends identified a need for no-preservative fruit juices. They expanded their product line to include iced teas, sports drinks, and more. While some products succeeded, many failed, but premium pricing on successes offset losses. Distributors wanted advertising, so Snapple hired tennis star Ivan Lendl, though the ads were ineffective. Snapple aimed to appeal to young, health-conscious urban professionals. It faced competition from other "new age" beverage brands. The brand established a quirky, offbeat identity through amateurish labels and homemade ads. It grew significantly until being acquired by multiple companies with varying levels of alignment with Snapple's culture and brand.
Cola Wars!!
Stage 1 (1950-1970) saw Pepsi target African Americans and younger consumers while Coke focused overseas. Pepsi doubled US consumers while Coke assumed saturation.
Stage 2 (1970-1990) saw both diversify into food while their market shares fluctuated between 30-40%. They imitated each other's ads and perceived brand differences.
Stage 3 (1990-2006) challenges included flat demand, obesity links to CSDs, and bottlers' profit pressures. Both shifted to non-CSD drinks and smaller packaging. Coke relied more on international markets while Pepsi was more aggressive in the US non-CSD market.
The document provides a history and overview of Coke and Pepsi in 2006. It discusses the origins of each company in the late 1800s and their growth throughout the 20th century. It also analyzes their strategies, marketing, relationships with bottlers, and challenges faced in the 2000s from declining soda consumption and rising alternatives. Both companies diversified their portfolios and pursued international growth to address the changing landscape.
- 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.
Coca-Cola is a soft drink company founded in 1886 that produces over 200 drink brands. It employs over 92,000 people worldwide and serves 1.6 billion drinks per day across over 200 countries. The company aims to increase drink volumes, expand its market share of non-alcoholic drinks globally, maximize cash flows, improve economic profit, and differentiate its brands from competitors.
Natureview Farm is a yogurt company founded in 1989 in Cabot, Vermont that uses natural ingredients. By 1999, its revenue grew from $1,000,000 to $13 million. It currently offers 12 yogurt flavors and multipacks for children. To increase its revenues to $20 million by 2001, Natureview Farm is considering three expansion options proposed by its vice presidents of sales, operations, and assistant marketing director: 1) Expand its top 6 selling 8oz SKUs into 1-2 supermarket regions, 2) Expand 4 SKUs of its 32oz size nationally, or 3) Introduce 2 SKU children's multipacks into natural food stores. The senior management will determine which single option to pursue to most effectively
HBR Case Study of Launching Krispy NaturalPranshu Gupta
This document summarizes a case study about Pemberton Enterprises, a multinational snack and beverage company. Pemberton is analyzing test market results for its new product "Krispy Natural" crackers before a wider launch. In Columbus, Ohio, Krispy Natural significantly outperformed expectations by doubling its market share target. However, in southeastern cities where Krispy previously failed, the results were less impressive with little category growth. The contradictory results may be due to differences in prior brand perception and retailer promotional support between the regions. Pemberton must interpret these mixed results and determine the best marketing strategy for introducing Krispy Natural more broadly.
Launching Krispy Natural: Cracking the Product Management Code Harshitha Sripuram
Pemberton is relaunching its Krispy brand of crackers as Krispy Natural with whole wheat ingredients and more filling options. Market testing in Columbus and Southeastern cities showed strong growth for Krispy Natural in Columbus but limited growth in Southeastern cities. While consumer reception was positive, some analysts questioned if results could be sustained without discounts. Given the lucrative cracker market and positive product reception, the document recommends a national rollout for Krispy Natural but cautions that the strategy may need adjusting in Southeastern regions and to preempt competition from Frito Lay.
The document discusses the economics of the US carbonated soft drink industry from 1970 to 2004, focusing on how Coca-Cola and PepsiCo came to dominate the market through establishing production and distribution networks as well as engaging in competitive marketing campaigns. It analyzes the strategies employed by Coca-Cola and PepsiCo that allowed them to gain and maintain market share over smaller brands, such as expanding their product portfolios and establishing international presences.
This is a presentation on a Case Study done during my internship at IIM-Lucknow. The case analysed is- Launching Krispy Natural: Cracking the Product Management Code
This document presents a marketing and advertising plan to stimulate growth for the Squirt grapefruit soda brand. It analyzes Squirt's position in the market, where it has seen flat sales as competitors have gained ground. The plan proposes expanding advertising spending, especially in Hispanic markets, targeting younger demographics, and increasing distribution in emerging Hispanic areas. It recommends a synthesis of these actions along with higher overall advertising to capitalize on opportunities from a growing Hispanic population fond of grapefruit soda.
Dunkin' Brands establishes brand longevity through local customization.
- Dunkin' Donuts and Baskin-Robbins have been sold globally for over 35 years in 44 countries generating $6.9 billion in sales.
- Each culture has different food preferences that impacted the company's business as it initially did not account for local habits.
- Local operators help suggest new flavors tailored to each market, which management analyzes for commercial viability before investment in production.
- Dunkin' Brands has learned to incorporate local customs into products and marketing while balancing brand consistency globally.
The document describes Natureview Farm, an organic yogurt manufacturer seeking to increase revenue from $13 million to $20 million by 2001. It provides background on the company and yogurt market. Three options are presented: 1) expand 8-oz cups into supermarkets, 2) expand 32-oz cups nationally, or 3) introduce multi-packs to natural food stores. After analyzing costs, competition and projected revenues, option 2 of expanding 32-oz cups nationally is concluded to best meet the revenue goal while minimizing risks to existing relationships.
compative analisies of SKU of pepsico and coco-cola in patna marketNawnit Kumar
The document provides an introduction and overview of PepsiCo and the beverage industry in India. It discusses that marketing includes all activities like promotion, distribution, and advertising to meet consumer demand. The main objectives of the study are to compare PepsiCo's stock keeping units (SKU) with Coca-Cola and test the effectiveness of PepsiCo's distribution network. Key responsibilities include taking care of assigned accounts and persuading retailers to sell more PepsiCo products. The scope is limited to Patna city and understanding retailer satisfaction with PepsiCo's distribution network. Limitations include retailers reluctance to share information and lack of sufficient research experience.
The document summarizes the history and competition between Coca-Cola and Pepsi from 1886 to 2006. It discusses how each company was founded and grew initially. In the late 20th century, both experienced ups and downs as consumption levels fluctuated and they launched new products and diversified. Pepsi became more aggressive in adapting to trends like the rise of non-carbonated drinks, while Coke struggled with execution issues. By 2004, Pepsi had grown its portfolio beyond cola drinks and achieved higher market shares across categories through proactive strategies.
The document discusses Bisleri, an Indian mineral water company. It provides background on Bisleri's history and operations in India. To avoid stock outs of Bisleri water in Mumbai, the group recommends increasing distribution, improving retailer margins, targeting new segments, and regular advertising to maintain brand recall. The mineral water market in India is growing rapidly and Bisleri aims to strengthen its leading position through expanding production and distribution.
This document discusses a retail survey conducted of Parle Stores in Lucknow, India. The survey assessed Parle's distribution channels, product availability, visibility at stores, and competition from other brands like Britannia. Key findings included issues with stock availability and carriage problems impacting rural markets. Suggestions were made to address gaps like improving awareness campaigns, addressing stock issues, and better supervision of sales routes. The conclusion analyzed Parle's strengths in distribution, weaknesses in data accuracy, opportunities in the rural market, and threats from competition.
Launching Krispy Natural: Cracking the Product Management CodeSyed Zaid Ali
This document provides information about Candler Enterprises, a multinational company looking to launch Krispy Natural crackers nationally. Candler has various food and beverage divisions including Pemberton snacks. Pemberton seeks to leverage its marketing, sales and direct store delivery systems to expand into the salty snacks category with Krispy Natural. Product tests of Krispy Natural crackers showed positive purchase intent and taste preferences. However, there are uncertainties around effectively marketing Krispy Natural nationally and competing against established brands as the cracker market becomes more crowded.
The document provides a history and overview of Coke and Pepsi in 2006. It discusses the origins of each company in the late 1800s and their growth throughout the 20th century. It also analyzes their strategies, marketing, relationships with bottlers, and challenges faced in the 2000s from declining soda consumption and rising alternatives. Both companies diversified their portfolios and pursued international growth to address the changing landscape.
- 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.
Coca-Cola is a soft drink company founded in 1886 that produces over 200 drink brands. It employs over 92,000 people worldwide and serves 1.6 billion drinks per day across over 200 countries. The company aims to increase drink volumes, expand its market share of non-alcoholic drinks globally, maximize cash flows, improve economic profit, and differentiate its brands from competitors.
Natureview Farm is a yogurt company founded in 1989 in Cabot, Vermont that uses natural ingredients. By 1999, its revenue grew from $1,000,000 to $13 million. It currently offers 12 yogurt flavors and multipacks for children. To increase its revenues to $20 million by 2001, Natureview Farm is considering three expansion options proposed by its vice presidents of sales, operations, and assistant marketing director: 1) Expand its top 6 selling 8oz SKUs into 1-2 supermarket regions, 2) Expand 4 SKUs of its 32oz size nationally, or 3) Introduce 2 SKU children's multipacks into natural food stores. The senior management will determine which single option to pursue to most effectively
HBR Case Study of Launching Krispy NaturalPranshu Gupta
This document summarizes a case study about Pemberton Enterprises, a multinational snack and beverage company. Pemberton is analyzing test market results for its new product "Krispy Natural" crackers before a wider launch. In Columbus, Ohio, Krispy Natural significantly outperformed expectations by doubling its market share target. However, in southeastern cities where Krispy previously failed, the results were less impressive with little category growth. The contradictory results may be due to differences in prior brand perception and retailer promotional support between the regions. Pemberton must interpret these mixed results and determine the best marketing strategy for introducing Krispy Natural more broadly.
Launching Krispy Natural: Cracking the Product Management Code Harshitha Sripuram
Pemberton is relaunching its Krispy brand of crackers as Krispy Natural with whole wheat ingredients and more filling options. Market testing in Columbus and Southeastern cities showed strong growth for Krispy Natural in Columbus but limited growth in Southeastern cities. While consumer reception was positive, some analysts questioned if results could be sustained without discounts. Given the lucrative cracker market and positive product reception, the document recommends a national rollout for Krispy Natural but cautions that the strategy may need adjusting in Southeastern regions and to preempt competition from Frito Lay.
The document discusses the economics of the US carbonated soft drink industry from 1970 to 2004, focusing on how Coca-Cola and PepsiCo came to dominate the market through establishing production and distribution networks as well as engaging in competitive marketing campaigns. It analyzes the strategies employed by Coca-Cola and PepsiCo that allowed them to gain and maintain market share over smaller brands, such as expanding their product portfolios and establishing international presences.
This is a presentation on a Case Study done during my internship at IIM-Lucknow. The case analysed is- Launching Krispy Natural: Cracking the Product Management Code
This document presents a marketing and advertising plan to stimulate growth for the Squirt grapefruit soda brand. It analyzes Squirt's position in the market, where it has seen flat sales as competitors have gained ground. The plan proposes expanding advertising spending, especially in Hispanic markets, targeting younger demographics, and increasing distribution in emerging Hispanic areas. It recommends a synthesis of these actions along with higher overall advertising to capitalize on opportunities from a growing Hispanic population fond of grapefruit soda.
Dunkin' Brands establishes brand longevity through local customization.
- Dunkin' Donuts and Baskin-Robbins have been sold globally for over 35 years in 44 countries generating $6.9 billion in sales.
- Each culture has different food preferences that impacted the company's business as it initially did not account for local habits.
- Local operators help suggest new flavors tailored to each market, which management analyzes for commercial viability before investment in production.
- Dunkin' Brands has learned to incorporate local customs into products and marketing while balancing brand consistency globally.
The document describes Natureview Farm, an organic yogurt manufacturer seeking to increase revenue from $13 million to $20 million by 2001. It provides background on the company and yogurt market. Three options are presented: 1) expand 8-oz cups into supermarkets, 2) expand 32-oz cups nationally, or 3) introduce multi-packs to natural food stores. After analyzing costs, competition and projected revenues, option 2 of expanding 32-oz cups nationally is concluded to best meet the revenue goal while minimizing risks to existing relationships.
compative analisies of SKU of pepsico and coco-cola in patna marketNawnit Kumar
The document provides an introduction and overview of PepsiCo and the beverage industry in India. It discusses that marketing includes all activities like promotion, distribution, and advertising to meet consumer demand. The main objectives of the study are to compare PepsiCo's stock keeping units (SKU) with Coca-Cola and test the effectiveness of PepsiCo's distribution network. Key responsibilities include taking care of assigned accounts and persuading retailers to sell more PepsiCo products. The scope is limited to Patna city and understanding retailer satisfaction with PepsiCo's distribution network. Limitations include retailers reluctance to share information and lack of sufficient research experience.
The document summarizes the history and competition between Coca-Cola and Pepsi from 1886 to 2006. It discusses how each company was founded and grew initially. In the late 20th century, both experienced ups and downs as consumption levels fluctuated and they launched new products and diversified. Pepsi became more aggressive in adapting to trends like the rise of non-carbonated drinks, while Coke struggled with execution issues. By 2004, Pepsi had grown its portfolio beyond cola drinks and achieved higher market shares across categories through proactive strategies.
The document discusses Bisleri, an Indian mineral water company. It provides background on Bisleri's history and operations in India. To avoid stock outs of Bisleri water in Mumbai, the group recommends increasing distribution, improving retailer margins, targeting new segments, and regular advertising to maintain brand recall. The mineral water market in India is growing rapidly and Bisleri aims to strengthen its leading position through expanding production and distribution.
This document discusses a retail survey conducted of Parle Stores in Lucknow, India. The survey assessed Parle's distribution channels, product availability, visibility at stores, and competition from other brands like Britannia. Key findings included issues with stock availability and carriage problems impacting rural markets. Suggestions were made to address gaps like improving awareness campaigns, addressing stock issues, and better supervision of sales routes. The conclusion analyzed Parle's strengths in distribution, weaknesses in data accuracy, opportunities in the rural market, and threats from competition.
Launching Krispy Natural: Cracking the Product Management CodeSyed Zaid Ali
This document provides information about Candler Enterprises, a multinational company looking to launch Krispy Natural crackers nationally. Candler has various food and beverage divisions including Pemberton snacks. Pemberton seeks to leverage its marketing, sales and direct store delivery systems to expand into the salty snacks category with Krispy Natural. Product tests of Krispy Natural crackers showed positive purchase intent and taste preferences. However, there are uncertainties around effectively marketing Krispy Natural nationally and competing against established brands as the cracker market becomes more crowded.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
2. INTRODUCTION
•The world wide sales of US potato chips industry has
surpassed $16 billion annually.
•Employed more than 65,000 people.
• Despite the dominance of the big chip makers, smaller
chip makers had surfaced to fill niche markets, touting
their better made, higher quality potato chips over the
mass produced chips that lined the big grocery stores.
•One such smaller companies included Cohen’s Route 11
Potato Chips.
3. Introduction cont..
•Route 11 Potato Chips was opened by Sarah Cohen in April 1992 in Virginia.
•In 2011, Route 11 produced 7 flavors in 2-oz. bags (Lightly Salted, Barbeque, Dill
Pickle, Sour cream & Chive, Chesapeake Crab, Salt & Vinegar and Mama Zuma’s
Revenge ).
• In 2010, Route 11 sold about 3.3 million 2-oz. bags and 600000 6-oz. bags.
•The Lightly Salted flavor was by far its best seller, comprising about 40% of total
sales.
4. THE CASE: ANALYSIS
Product Line Rationalization
• This is the aspect where Route 11 failed to balance.
• One way that Route 11 had attempted to increase cash flow was to reduce the
breadth of its product line.
• There were hard-to-quantify costs that slow-moving flavors imposed.
5. Cont..
•It was nearly impossible for Route 11 to detect and monitor stockouts at the retail
level and how these affected sales.
•They couldn’t even produce fewer flavors as it would decrease the number of
flavor-related changeovers the production line had to make.
•Route 11 Chips struggled with having to reduce the number of flavors it markets.
•Additional flavors added operating costs, but management believes that certain
scents are important for the image of the brand Route 11, and that pruning can cause
damage to the line brand.
6. Cont..
• For this reason, Route 11 had discontinued some of its slow movers.
• For them it was difficult to know exactly how this product-line trimming affected
sales.
• But as the pressure to increase cash flow mounted, Route 11 was considering
further cuts in its product line.
• It struck at the heart of what Route 11 stood for a company.
7. Cont..
•Route 11 tried to solve the problem by showing retailers the different flavors.
•But it didn’t work in favor of the retailers because for each slow moving flavors of
Route 11, the retailers would be forced to hold too little inventory of the big sellers.
•Route 11 never attempted to quantify the cost of changeover time, but it was clear
that it cut into overall production efficiency.
8. SUGGESTIONS
1. Know your products well. Unnecessary expansion of products doesn’t
always works in favor.
2. Learn about the competition in the market and the potential sales for your
products.
3. Build a strong response and feedback base from retailers and consumers.
4. Jump-start your brand image..
9. Cont..
5. Proper maintenance of sales records with respect to each and every product
6. Analysis of the sales records and implementations with respect to it.
7. Proper pricing strategies for distributors and retailers.
8. Be prepared.