The document discusses milk consumption in the United States and how milk competes with other beverages. It finds that:
1) Milk consumption per capita has been declining while other beverages like bottled water and sports drinks have increased in popularity by addressing higher-order consumer benefits beyond basic nutrition.
2) Milk's packaging has traditionally been functional rather than innovative or image-building like competitors. However, milk availability is improving beyond immediate consumption in stores.
3) Despite milk making up over 20% of beverage sales, its marketing and promotion represents a smaller share of total beverage advertising.
Whole Foods Market is an organic and natural foods supermarket chain. As of 2009, it operated 289 stores across North America. While Whole Foods differentiates itself through its high-quality organic and natural products, it faces increasing competition in this space. To maintain its leadership position, the company's strategy focuses on expanding its store base internationally and introducing lower-priced store concepts while continuing to emphasize its strong brand and mission.
Case study - Exploring Channel Management at Pepsico Frito LayNeha Randhawa
PepsiCo's Frito-Lay division uses intensive distribution through multiple retail intermediaries to get its snack food products to consumers. However, retail consolidation has shifted power to large retailers. Managing channel conflicts is important as retailers increase their own private label offerings to compete directly with Frito-Lay's brands. Frito-Lay works to secure preferred supplier agreements with major retailers while also balancing brand equity with the retailers' own equity through incentive programs, promotional support, and product innovation.
Natureview Farm is a yogurt manufacturer founded in 1989 that uses milk from cows not treated with artificial growth hormones. It entered the market with 2 flavors and saw revenues grow from less than $100,000 to $13 million in 10 years. To meet a goal of over 50% revenue growth by 2001, it considered expanding distribution. Options included expanding 8oz cups or 32oz sizes into supermarkets, which would require promotional spending, or launching multi-packs in natural foods stores, leveraging existing relationships and requiring no added costs.
The project describes the sales and distribution network adopted by coca cola beverages in india. It mentions the problems which are faced by the company.
Marketing involves a range of processes concerned with finding out what consumers want, and then providing it for them. This involves four key elements, which are referred to as the 4Ps. A useful starting point therefore is to carry out market research to find out about customer requirements in relation to the 4Ps.
This document discusses PepsiCo India's sales management and distribution systems. It outlines PepsiCo's 16 brands in India and major competitors. It then describes PepsiCo's various beverage delivery channels and sales techniques. The document also discusses challenges, distribution operations through different systems like Direct Store Delivery and Broker Warehouse Distribution. It notes problems faced and provides recommendations around supply chain and logistics.
We created this presentation for our class ENBUS 601, Business and the Case for Sustainability. In this presentation, we assessed Apple, Exxon Mobil, and Nestlé’s reasons for pursuing sustainability initiatives. We recommended that in addition to their current strategies, the corporations should also consider adaptation initiatives, implement consistent metrics, enhance communication, and translate their sustainability impact to dollars.
Whole Foods Market is an organic and natural foods supermarket chain. As of 2009, it operated 289 stores across North America. While Whole Foods differentiates itself through its high-quality organic and natural products, it faces increasing competition in this space. To maintain its leadership position, the company's strategy focuses on expanding its store base internationally and introducing lower-priced store concepts while continuing to emphasize its strong brand and mission.
Case study - Exploring Channel Management at Pepsico Frito LayNeha Randhawa
PepsiCo's Frito-Lay division uses intensive distribution through multiple retail intermediaries to get its snack food products to consumers. However, retail consolidation has shifted power to large retailers. Managing channel conflicts is important as retailers increase their own private label offerings to compete directly with Frito-Lay's brands. Frito-Lay works to secure preferred supplier agreements with major retailers while also balancing brand equity with the retailers' own equity through incentive programs, promotional support, and product innovation.
Natureview Farm is a yogurt manufacturer founded in 1989 that uses milk from cows not treated with artificial growth hormones. It entered the market with 2 flavors and saw revenues grow from less than $100,000 to $13 million in 10 years. To meet a goal of over 50% revenue growth by 2001, it considered expanding distribution. Options included expanding 8oz cups or 32oz sizes into supermarkets, which would require promotional spending, or launching multi-packs in natural foods stores, leveraging existing relationships and requiring no added costs.
The project describes the sales and distribution network adopted by coca cola beverages in india. It mentions the problems which are faced by the company.
Marketing involves a range of processes concerned with finding out what consumers want, and then providing it for them. This involves four key elements, which are referred to as the 4Ps. A useful starting point therefore is to carry out market research to find out about customer requirements in relation to the 4Ps.
This document discusses PepsiCo India's sales management and distribution systems. It outlines PepsiCo's 16 brands in India and major competitors. It then describes PepsiCo's various beverage delivery channels and sales techniques. The document also discusses challenges, distribution operations through different systems like Direct Store Delivery and Broker Warehouse Distribution. It notes problems faced and provides recommendations around supply chain and logistics.
We created this presentation for our class ENBUS 601, Business and the Case for Sustainability. In this presentation, we assessed Apple, Exxon Mobil, and Nestlé’s reasons for pursuing sustainability initiatives. We recommended that in addition to their current strategies, the corporations should also consider adaptation initiatives, implement consistent metrics, enhance communication, and translate their sustainability impact to dollars.
This document provides a PESTLE analysis for McDonald's and Coca-Cola. For McDonald's, it analyzes the political, economic, socio-cultural, technological, environmental, and legal factors affecting the company. It finds that McDonald's should establish good relationships with governments, conduct market research, understand local cultures, and comply with regulations. For Coca-Cola, it discusses the company's mission, history, and macroenvironment. The PESTLE analysis examines the political regulations Coca-Cola faces and how changes in laws and business environment could impact the company's results.
Analysis of Natureview Farm case study, Harvard Business Review. During a marketing management internship under prof. Sameer Mathur IIM - Lucknow, created by Navin Kumar Manoharan of SKASC
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.
Nestlé is the world's largest food and beverage company operating 435 factories across 35 countries. It has a global supply chain network sourcing key ingredients like coffee, cocoa, milk and sugar. Nestlé implements quality management systems and provides technical training to farmers to ensure product quality. Its distribution network includes over 1600 warehouses and uses IT tools for inventory management and seamless information flow. Britannia is India's second largest biscuit manufacturer focusing on cost effectiveness through scale, technology and waste reduction. It sources some materials locally and imports others like palm oil. Britannia uses an intensive distribution strategy through retail and institutional channels.
Lewis Road Creameries produces organic milk and chocolate milk in New Zealand. A marketing plan summary includes:
- Strengths are high quality standards and awards, weaknesses are limited availability in New Zealand. Opportunities include exporting to other regions, and threats include environmental/economic factors impacting agriculture.
- The target market is families, especially mothers, for the premium chocolate milk product. Market research shows expanding availability in New Zealand and Australia.
- Positioning focuses on quality and process compared to mass market competitors like Oak and Dare, with a value proposition around taste, nutrition, and environmental benefits. Marketing tactics will promote these qualities.
Highlights Newsletter Tetra Pak Arabia Dec 2008raufhameed
The document discusses a study on awareness of osteoporosis in Gulf countries. Key findings include:
- Awareness of osteoporosis is high among Gulf residents, especially women and older people.
- Many associate the disease with weak bones and think its main symptom is joint/muscle pain.
- While most think osteoporosis affects women more, views in Saudi Arabia, Bahrain and Kuwait were that men are more susceptible.
- Regular milk consumption is seen as preventative due to its calcium content, though some in the Gulf find milk unpleasant to drink.
Workshop 17 Café operates a café providing food, drinks, and seating for attendees of Workshop 17. It has operated for over a year, generating $1.35 million in revenue from drinks (45%), food (52%), and other items. Recommendations include reducing the large food menu to focus on top-selling items, implementing a point-of-sale and kitchen display system to reduce wait times, closing on Saturdays and reducing staffing after 2PM on weekdays to cut costs, and developing a loyalty program and mobile app to increase customer engagement. This is expected to improve the customer experience and brand while increasing profits through operational efficiencies and cost savings.
The document provides an overview of Loblaw's Winnipeg Distribution Centre operations. It discusses key aspects of the distribution centre including receiving, quality processes, inventory management, and capacity. It also examines Loblaw's internal and external environments, highlighting issues like sustainable sourcing, offshore sourcing, food safety, and emerging consumer trends that impact operations. Overall, the summary examines how the distribution centre supports Loblaw stores through inbound and outbound logistics while ensuring high standards for delivery, quality, and inventory management.
- Woolworths began as a small store in Sydney in 1924 and has since expanded to become Australia's largest supermarket chain, operating 872 stores nationwide.
- It aims to be the leader in the grocery industry through continual improvements to its supply chain, products, quality, and focus on providing customers with fresh, affordable groceries.
- Key strategies include developing private label brands, enhancing its loyalty program to better understand customer needs, ongoing store renovations, and adapting its offerings and prices to remain competitive against its main rival, Coles.
The document is a letter from Starbucks outlining their new sustainable coffee purchasing guidelines and pilot program. The letter introduces guidelines focusing on quality, environmental impacts, social conditions, and economic issues. It establishes a point system that rewards suppliers in these areas and allows them to become a preferred supplier. It also provides price incentives in the form of premiums up to 10 cents per pound based on the points earned. The two-year pilot program will evaluate suppliers and provide feedback to improve the guidelines.
Financial ratio analysis of pepsico and coco colaharanadhreddy2
The document analyzes and compares the financial performance of PepsiCo and Coca-Cola from 2014-2016 using ratio analysis. It finds that both companies need to improve their current and liquid ratios to meet ideal levels. PepsiCo has higher debt ratios, indicating greater reliance on creditors than own funds, while Coca-Cola has stronger proprietary ratios. PepsiCo also has higher inventory turnover but lower gross and operating profit margins than Coca-Cola. Overall, the document concludes that Coca-Cola's financial position is stronger with better cost control and profitability, while PepsiCo needs to reduce debt reliance and improve liquidity.
Natureview farm harvard business case studyAnant Arya
Nature View Farm is a yogurt producer that has seen its revenues grow from less than $100,000 to $13 million over 10 years. It is considering three options to further grow revenues to $20 million by the end of the fiscal year: 1) Expand into supermarkets with 6 yogurt SKUs in two regions, 2) Expand into supermarkets with 4 larger yogurt SKUs nationwide, or 3) Introduce 2 children's multi-pack SKUs into natural food stores. Option 3 was recommended due to its lower risk factors and costs, and ability to leverage existing natural food store relationships and channel growth.
Natureview Farm is a small yogurt manufacturing company based in Vermont that produces organic yogurt. It had $13 million in revenue in 1999 and aims to increase this to $20 million by 2001. The senior management team is evaluating three options: 1) Expand 8-oz cups into supermarkets, which offers the highest potential sales but also the highest risks and costs; 2) Expand 32-oz sizes nationally, which has fewer competitors but distribution challenges; 3) Introduce a children's multi-pack into natural food stores, which requires the fewest new resources but yields the lowest projected sales growth. The team determines that option 1, expanding into supermarkets, is most likely to meet the revenue goal, though it involves the greatest
Wilson Perumal & Company analyzed key trends shaping the grocery retail industry. Five trends were discussed: 1) Demographic shifts require extensive localization from retailers; 2) Online grocery sales are growing rapidly, creating opportunities and challenges around omni-channel integration; 3) Traditional promotional strategies are becoming less effective at driving sales lifts, increasing the need for promotional innovation and efficiency; 4) Personalized customer experiences and direct communication are becoming expected as consumers are accustomed to "free" extras; 5) Contraction of large grocery chains requires an updated operating model. The document provides perspectives on these trends and their implications for grocery retailers.
Strategic management assignment ahmed elgazzarAhmed Elgazzar
Panera Bread operates full-service restaurants and fast food locations across the US and Ontario with affordable products. It focuses on customer satisfaction and has a unique identity that attracts customers. While it has strengths like good franchisees, it also has weaknesses like being a less well-known brand than competitors. Opportunities exist in increasing unemployment decreasing and international expansion, while threats include tough competition from well-known brands and rising real estate prices. Panera's strategy is to become the best brand for fresh bread, but it needs to invest globally to compete effectively in the highly competitive restaurant industry.
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
The marketing plan aims to increase Quaker Chewy Granola Bar sales by 13.37% and market share by 1% in 2005. Key strategies include a 10 cent price increase for promoted bars, expanding advertising spending to $1 million focused on television, magazines, internet and outdoor media targeting parents and children, and sponsoring sporting events to promote healthy, active lifestyles. The plan aims to strengthen Quaker Chewy's brand positioning through an integrated promotional campaign across multiple channels.
Whole Foods is the leading natural and organic supermarket, founded in 1978. It has grown to 264 stores in the US, 6 in Canada, and 5 in the UK, with $6.6 billion in annual revenues and 50,000 employees. While Whole Foods has strong brand recognition and product quality, its growth has been relatively slow and it faces threats from competitors expanding into organic products. The document analyzes Whole Foods' internal strengths and weaknesses as well as external opportunities and threats, and recommends the strategic plan of expanding into new markets through market development to address its weakness of being concentrated in the US market and pursue opportunities for growth.
This document outlines Pepsi's marketing plan. It provides an overview of Pepsi as a company with over 100 years of producing cola drinks. It then details Pepsi's vision, mission, strengths, weaknesses, opportunities, threats and product details. The marketing strategies section discusses Pepsi's positioning, product, pricing and distribution strategies. It also outlines the company's advertising approaches. The document concludes with an action plan and recommendations to strengthen Pepsi's research, partnerships and reputation in global markets.
Engro Foods produces Olper's milk, which holds a 48% market share of the Pakistani UHT milk market. The market has grown significantly in recent years as consumers shift from unpackaged milk to packaged milk for health and hygiene reasons. Olper's dominates segments like milk for tea/coffee and kids but has potential to grow in emerging segments like milk for fitness. While Engro has strong distribution through traders, competitors have gained by expanding directly owned distribution networks and modern trade channels. To maintain its leading position, Engro should focus on expanding coverage, entering new segments, and maintaining brand awareness.
Amul is a leading dairy brand in India known for quality products at affordable prices. It has a diverse product portfolio including milk, butter, cheese and ice cream. Amul uses a low-cost pricing strategy and extensive distribution network to make products accessible nationwide. It promotes the brand through its iconic "Amul Girl" advertising campaign highlighting current events with humor. Amul aims to continue expanding its reach in India and globally.
This document provides a PESTLE analysis for McDonald's and Coca-Cola. For McDonald's, it analyzes the political, economic, socio-cultural, technological, environmental, and legal factors affecting the company. It finds that McDonald's should establish good relationships with governments, conduct market research, understand local cultures, and comply with regulations. For Coca-Cola, it discusses the company's mission, history, and macroenvironment. The PESTLE analysis examines the political regulations Coca-Cola faces and how changes in laws and business environment could impact the company's results.
Analysis of Natureview Farm case study, Harvard Business Review. During a marketing management internship under prof. Sameer Mathur IIM - Lucknow, created by Navin Kumar Manoharan of SKASC
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.
Nestlé is the world's largest food and beverage company operating 435 factories across 35 countries. It has a global supply chain network sourcing key ingredients like coffee, cocoa, milk and sugar. Nestlé implements quality management systems and provides technical training to farmers to ensure product quality. Its distribution network includes over 1600 warehouses and uses IT tools for inventory management and seamless information flow. Britannia is India's second largest biscuit manufacturer focusing on cost effectiveness through scale, technology and waste reduction. It sources some materials locally and imports others like palm oil. Britannia uses an intensive distribution strategy through retail and institutional channels.
Lewis Road Creameries produces organic milk and chocolate milk in New Zealand. A marketing plan summary includes:
- Strengths are high quality standards and awards, weaknesses are limited availability in New Zealand. Opportunities include exporting to other regions, and threats include environmental/economic factors impacting agriculture.
- The target market is families, especially mothers, for the premium chocolate milk product. Market research shows expanding availability in New Zealand and Australia.
- Positioning focuses on quality and process compared to mass market competitors like Oak and Dare, with a value proposition around taste, nutrition, and environmental benefits. Marketing tactics will promote these qualities.
Highlights Newsletter Tetra Pak Arabia Dec 2008raufhameed
The document discusses a study on awareness of osteoporosis in Gulf countries. Key findings include:
- Awareness of osteoporosis is high among Gulf residents, especially women and older people.
- Many associate the disease with weak bones and think its main symptom is joint/muscle pain.
- While most think osteoporosis affects women more, views in Saudi Arabia, Bahrain and Kuwait were that men are more susceptible.
- Regular milk consumption is seen as preventative due to its calcium content, though some in the Gulf find milk unpleasant to drink.
Workshop 17 Café operates a café providing food, drinks, and seating for attendees of Workshop 17. It has operated for over a year, generating $1.35 million in revenue from drinks (45%), food (52%), and other items. Recommendations include reducing the large food menu to focus on top-selling items, implementing a point-of-sale and kitchen display system to reduce wait times, closing on Saturdays and reducing staffing after 2PM on weekdays to cut costs, and developing a loyalty program and mobile app to increase customer engagement. This is expected to improve the customer experience and brand while increasing profits through operational efficiencies and cost savings.
The document provides an overview of Loblaw's Winnipeg Distribution Centre operations. It discusses key aspects of the distribution centre including receiving, quality processes, inventory management, and capacity. It also examines Loblaw's internal and external environments, highlighting issues like sustainable sourcing, offshore sourcing, food safety, and emerging consumer trends that impact operations. Overall, the summary examines how the distribution centre supports Loblaw stores through inbound and outbound logistics while ensuring high standards for delivery, quality, and inventory management.
- Woolworths began as a small store in Sydney in 1924 and has since expanded to become Australia's largest supermarket chain, operating 872 stores nationwide.
- It aims to be the leader in the grocery industry through continual improvements to its supply chain, products, quality, and focus on providing customers with fresh, affordable groceries.
- Key strategies include developing private label brands, enhancing its loyalty program to better understand customer needs, ongoing store renovations, and adapting its offerings and prices to remain competitive against its main rival, Coles.
The document is a letter from Starbucks outlining their new sustainable coffee purchasing guidelines and pilot program. The letter introduces guidelines focusing on quality, environmental impacts, social conditions, and economic issues. It establishes a point system that rewards suppliers in these areas and allows them to become a preferred supplier. It also provides price incentives in the form of premiums up to 10 cents per pound based on the points earned. The two-year pilot program will evaluate suppliers and provide feedback to improve the guidelines.
Financial ratio analysis of pepsico and coco colaharanadhreddy2
The document analyzes and compares the financial performance of PepsiCo and Coca-Cola from 2014-2016 using ratio analysis. It finds that both companies need to improve their current and liquid ratios to meet ideal levels. PepsiCo has higher debt ratios, indicating greater reliance on creditors than own funds, while Coca-Cola has stronger proprietary ratios. PepsiCo also has higher inventory turnover but lower gross and operating profit margins than Coca-Cola. Overall, the document concludes that Coca-Cola's financial position is stronger with better cost control and profitability, while PepsiCo needs to reduce debt reliance and improve liquidity.
Natureview farm harvard business case studyAnant Arya
Nature View Farm is a yogurt producer that has seen its revenues grow from less than $100,000 to $13 million over 10 years. It is considering three options to further grow revenues to $20 million by the end of the fiscal year: 1) Expand into supermarkets with 6 yogurt SKUs in two regions, 2) Expand into supermarkets with 4 larger yogurt SKUs nationwide, or 3) Introduce 2 children's multi-pack SKUs into natural food stores. Option 3 was recommended due to its lower risk factors and costs, and ability to leverage existing natural food store relationships and channel growth.
Natureview Farm is a small yogurt manufacturing company based in Vermont that produces organic yogurt. It had $13 million in revenue in 1999 and aims to increase this to $20 million by 2001. The senior management team is evaluating three options: 1) Expand 8-oz cups into supermarkets, which offers the highest potential sales but also the highest risks and costs; 2) Expand 32-oz sizes nationally, which has fewer competitors but distribution challenges; 3) Introduce a children's multi-pack into natural food stores, which requires the fewest new resources but yields the lowest projected sales growth. The team determines that option 1, expanding into supermarkets, is most likely to meet the revenue goal, though it involves the greatest
Wilson Perumal & Company analyzed key trends shaping the grocery retail industry. Five trends were discussed: 1) Demographic shifts require extensive localization from retailers; 2) Online grocery sales are growing rapidly, creating opportunities and challenges around omni-channel integration; 3) Traditional promotional strategies are becoming less effective at driving sales lifts, increasing the need for promotional innovation and efficiency; 4) Personalized customer experiences and direct communication are becoming expected as consumers are accustomed to "free" extras; 5) Contraction of large grocery chains requires an updated operating model. The document provides perspectives on these trends and their implications for grocery retailers.
Strategic management assignment ahmed elgazzarAhmed Elgazzar
Panera Bread operates full-service restaurants and fast food locations across the US and Ontario with affordable products. It focuses on customer satisfaction and has a unique identity that attracts customers. While it has strengths like good franchisees, it also has weaknesses like being a less well-known brand than competitors. Opportunities exist in increasing unemployment decreasing and international expansion, while threats include tough competition from well-known brands and rising real estate prices. Panera's strategy is to become the best brand for fresh bread, but it needs to invest globally to compete effectively in the highly competitive restaurant industry.
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
The marketing plan aims to increase Quaker Chewy Granola Bar sales by 13.37% and market share by 1% in 2005. Key strategies include a 10 cent price increase for promoted bars, expanding advertising spending to $1 million focused on television, magazines, internet and outdoor media targeting parents and children, and sponsoring sporting events to promote healthy, active lifestyles. The plan aims to strengthen Quaker Chewy's brand positioning through an integrated promotional campaign across multiple channels.
Whole Foods is the leading natural and organic supermarket, founded in 1978. It has grown to 264 stores in the US, 6 in Canada, and 5 in the UK, with $6.6 billion in annual revenues and 50,000 employees. While Whole Foods has strong brand recognition and product quality, its growth has been relatively slow and it faces threats from competitors expanding into organic products. The document analyzes Whole Foods' internal strengths and weaknesses as well as external opportunities and threats, and recommends the strategic plan of expanding into new markets through market development to address its weakness of being concentrated in the US market and pursue opportunities for growth.
This document outlines Pepsi's marketing plan. It provides an overview of Pepsi as a company with over 100 years of producing cola drinks. It then details Pepsi's vision, mission, strengths, weaknesses, opportunities, threats and product details. The marketing strategies section discusses Pepsi's positioning, product, pricing and distribution strategies. It also outlines the company's advertising approaches. The document concludes with an action plan and recommendations to strengthen Pepsi's research, partnerships and reputation in global markets.
Engro Foods produces Olper's milk, which holds a 48% market share of the Pakistani UHT milk market. The market has grown significantly in recent years as consumers shift from unpackaged milk to packaged milk for health and hygiene reasons. Olper's dominates segments like milk for tea/coffee and kids but has potential to grow in emerging segments like milk for fitness. While Engro has strong distribution through traders, competitors have gained by expanding directly owned distribution networks and modern trade channels. To maintain its leading position, Engro should focus on expanding coverage, entering new segments, and maintaining brand awareness.
Amul is a leading dairy brand in India known for quality products at affordable prices. It has a diverse product portfolio including milk, butter, cheese and ice cream. Amul uses a low-cost pricing strategy and extensive distribution network to make products accessible nationwide. It promotes the brand through its iconic "Amul Girl" advertising campaign highlighting current events with humor. Amul aims to continue expanding its reach in India and globally.
The document summarizes research conducted to test ways to increase milk sales in foodservice outlets. It involved interviews with processors and operators, focus groups, and in-market tests of promotional concepts. The tests showed that promotions targeting children, combo meals, flavored milks, and suggestive selling increased milk sales an average of 42%. Promotions worked best in quick serve restaurants, midscale restaurants, and businesses and industry settings.
A Study of the Sales and Distribution System at AMULRAJAT GARG
- Evolution of the dairy industry in India
- Milk Production and Consumption Patterns in India
- Prevalent Business Models in the Dairy Industry
- Major Players, Operating Margins, ROCE, Prices and Ratings
- Growth Drivers, Key Risks and Porters 5 Forces Analysis
- Analysis of Sales and Distribution Systems of AMUL at distributor, retailer and hypermarket level
- Comparison of Amul with Sanchi
- Recommendations
The dairy industry in India has grown significantly since the 1960s due to government initiatives like Operation Flood. Operation Flood established dairy cooperatives and infrastructure which increased milk production from 34 lakh litres per day in 1970 to over 100 lakh litres per day by 1994. Today, India is the largest producer and consumer of milk globally. The cooperative model, exemplified by Amul, dominates the industry although private players are increasingly entering. The dairy industry is expected to continue growing due to rising incomes, changing diets, and government support. However, it also faces risks from price volatility and supply chain challenges.
The document summarizes 3 options for Natureview Farm to grow its revenues to $20 million by 2001: 1) Expand 6 SKU's of 8oz yogurt into 1-2 supermarket regions, 2) Expand 4 SKU's of 32oz yogurt nationally, 3) Introduce 2 SKU's of a children's multi-pack into natural food stores. Each option has advantages and risks regarding distribution, costs, and impact on existing sales channels. A decision between supermarket expansion versus staying in natural/organic stores must consider these tradeoffs.
Engro Foods Ltd was formed in 2005 as a subsidiary of Engro Corporation. It launched several dairy and juice brands that have become major players in the Pakistani food industry, including Olper's, Olper's Lite, Tarang, Omore, Olfruite. It has two processing plants and a dairy farm. Engro Foods has a 45% market share in dairy, 1,243 employees, and $30 billion in revenue for 2011. The presentation discusses Engro's SWOT analysis, marketing strategy, current customer portfolio, segmentation targeting and positioning, and recommendations to improve loyalty and diversify product lines.
Shakarganj Food Products has developed GoodMilk, an UHT milk that is collected fresh from farmers daily, processed using advanced technology, and aseptically packaged in Tetra Pak with a 90-day shelf life without refrigeration. GoodMilk comes in 1L, 500ml, and 250ml packages. The marketing report analyzes GoodMilk's competition, including Nestle and Engro Foods, and recommends introducing new flavored milk varieties to capture market share in the growing packaged milk industry in Pakistan. Key issues include centralized decision making and a lack of strategic planning.
The document provides an overview of the Indian dairy industry. It discusses that India is the largest producer of dairy in the world, accounting for over 13% of global milk production. The dairy industry in India has seen a CAGR of 5% growth from 2014 to 2022. It also outlines the different categories of dairy products in India as well as the vision, mission, critical success factors, challenges, and SWOT analysis of the dairy industry. Additionally, it discusses gaps and opportunities for improvement in areas like infrastructure, technology, skills, and support from the government.
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 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.
“SWIFT” is a soft drinks manufacturer company that heading into its fourth year of operation and produces mango juice, apple juice, blackberry juice, date juice etc. All of the items mentioned successfully running and continued to future profitability. To give them customer a new juice taste depending on marketing research information of the customer, we are going to launch a new favorite soft drink named “SWIFT Sugarcane Juice”.
To be a leading producer of coco water based beverages using the natural essence of coconut and hygienic process, dynamic leadership and commitment to our partners and stakeholders.
Popularity of dairy food in international market (2)smkaiser15
Southern Dairy Foods is a leading dairy foods provider in Bangladesh that seeks to expand internationally. It currently has a strong position in Bangladesh but sees opportunities in the large international market. The business plan analyzes Southern Dairy Foods' vision, mission, strengths, weaknesses and strategies for market segmentation, positioning, and marketing mix to penetrate new markets. It highlights goals of reinforcing their brand and values while continuously innovating through technology. Financial projections estimate profitable growth and payback of initial investments within two years of expanding operations.
Whole Foods is a leading natural and organic supermarket chain with over 400 stores in the US, Canada, and UK. The analyst recommends buying Whole Foods stock with a price target of $39.15. Key points from the analysis include Whole Foods' strategic focus on exclusive brands, commitment to local suppliers, and plans to launch its new 365 by Whole Foods format and partner with Instacart for delivery to drive future growth. A discounted cash flow model values Whole Foods at an implied share price of $40.41.
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
The document provides examples of SWOT analyses for 6 different companies. Each example includes an introduction to the company, the company's SWOT analysis in a table format, and potential growth strategies based on the SWOT analysis. The examples cover companies in various industries including a brewery, plastics recycling company, herbal farm, pie cafe, medical device startup, and vintage hat online store. The document aims to help readers write their own SWOT analyses by providing real-world examples to examine.
This project report provides a summary of a study conducted on the sales and distribution of Amul milk in the Pune market. It discusses the dairy industry in India and Amul's history, objectives of the study, research methodology, data collection and analysis. Key findings include that Amul faces tough competition from brands like Chitale and Katraj, with Chitale having the largest market share. Awareness of Amul milk is average among retailers and consumers, but acceptance is low. It is concluded that Amul milk has high potential but low acceptance compared to competitors that customers regularly use. The report recommends that Amul undertake promotional strategies to boost distribution and increase advertising through various channels.
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.
1. Fluid Milk Strategic Thinking Initiative
Quantifying the Importance and Opportunity of
Branding a Nationally Distributed Milk Brand
Developed by
April 27, 2000
2. Situation
Milk per capita consumption is declining. For such a large
contributing category this has significant impact on total store
sales, and therefore profitability of the retailers.
Although the dairy industry continues to undertake significant
above-the-line advertising and promotion, there remains a
fundamental gap in the sales and promotion of milk at store
level.
3. Per Capita Fluid Milk Sales
on Gradual Long-term Slide
Source: USDA
15
20
25
30
35
1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
Current per cap consumption is 22.0 gallons
4. Mission
To turn milk from being a commodity (or low profiled category)
into a high profile beverage and white milk category which is a
consistently valued range of products.
5. Objectives
• Increase per capita consumption of milk.
• Position “milk” as a high profile beverage and fluid milk category.
• Manage milk ordering/handling utilizing a fresh approach.
7. Milk Vending Volumetric Opportunity
Based on fairly conservative assumptions, BMC believes that the opportunity
for milk vending can approach 100 million gallons per year
Milk Vending Opportunity
Preliminary Estimated Vended Milk Opportunity
All Channels
B&I
Blue Collar(1) 45,500 6,536 271.3 33.9
White Collar(2) 23,500 6,536 153.6 19.2
Colleges/Universities 16,000 3,762 60.2 7.5
Public(4) 45,000 6,063 272.8 34.1
Secondary Schools(5) 16,500 7,920 130.7 16.3
Total 142,500 888.6 111.0
Channel # of Venders
Annual
Sales/Vender
(units)
Incremental
Sales/Year
(1) 25% of plant/factory vending locations; (2) 5% of offices with venders; (3) 36 weeks – assume no operation during summer months/holidays; (4) 10% of public locations with
vending; (5) From School Milk Vending Test analysis; 2001
Source: Beverage Marketing Corp.
(3)
(mil units) (mil gallons)
8. Industry Opportunity
Based on these preliminary estimates, vending alone could generate
incremental sales to grow the total milk category volume by 1.7%
Milk Vending Opportunity
Preliminary Estimate of the Impact of Milk Vending
Total Milk Category
6,305
111 6,416
Current Volume Incremental from
Milk Vending
Total
MillionsofGallons
Source: Beverage Marketing Corp.
9. Key Considerations for Implementation
Milk Vending Opportunity
Implementation Issues
Capital Cost
Requirements
Key Considerations
Purchasing 142,000 milk venders will cost $400-$500
million
− Could take the industry 10+ years to realize full potential
− Vender prices will likely come down due to technology
advances and increasing competition
Vend Operator
Capabilities
Implementation will also be dependent on vend
operators ability to secure and service significant
number of accounts for milk, and place many new
venders
− Servicing accounts should not be a problem since
operators already have significant fresh food business
in these channels
− A key focus should be educating vend operators as to
the milk vending opportunity
10. Key Considerations for Implementation (cont’d)
Milk Vending Opportunity
Implementation Issues Key Considerations
National Brand
Owner Activities
The milk vending effort will likely be spurred by
significant vending initiatives of key national brand
owners (e.g. Nestlé)
− These programs could speed milk vending to market,
but may effect the opportunity for local/processor-
owned brands to get best locations
− Coke/Pepsi/Cadbury might enter the segment and
commit significant resources to vending
Adoption of Aseptic/
ESL Milk
As aseptic plastic (shelf-stable) milk gains ground,
could mean significantly lowered capital costs (less
expensive venders) and lower operation costs (less
frequent servicing, etc.)
− If brand owners are waiting for broad scale aseptic
adoption, may slow momentum behind vending in
the short-term
11. Summary – The Bottom Line
The Milk Vending
Opportunity
for Processors
The Multi-Channel milk vending test reinforces
that milk vending is a profitable and attractive
opportunity for processors
− Increases single-serve milk sales
− Puts milk in the hands of consumers away from
home
− Builds consumer brand awareness
A full complement of locations will maximize
the milk vending opportunity
− Schools are a very important channel
− But processors and vend operators should
consider a total milk vending program, including
schools, B&I, C/U and public locations, to
optimize value
Milk Vending Opportunity
12. Supermarket Opportunity
There is an opportunity for supermarkets to increase market
share of fresh milk products by increasing customer loyalty and
encouraging consumers to buy larger sizes while in the store.
Observations:
•Category household penetration is very high at 98%.
•Fluid milk represents approximately 3% of total store sales in
supermarkets, making it a very important category to total store
performance.
•Out-of-stock conditions on milk results in 18% of shoppers not
making a purchase.
13. Supermarket Opportunity
Conclusions:
• This is a category that is very important to nearly all households.
• The milk category is an important sales, profit, and image contributor to
supermarkets.
• Preventing out-of-stocks is critical to dairy category and total store
performance.
• Space to sales needs to be better allocated to increase sales and
prevent out-of-stocks.
• We need to develop a best practice for our milk sections to be competitive in
the market.
14. Project Objectives
Develop an in-depth understanding of the
beverage environment
Input into future programs
Provide a third party qualitative assessment of
generic milk marketing programs
Assist with competitive measurement system
15. How Milk Fares in Competitive Universe
Milk’s growth lags the category
16. 4.6
3.6
0.6 0.5
-0.6
0.1
-1
0
1
2
3
4
5
B. Water CSD Sports RTD Tea Fruit
Beverages
Milk
ChangeinGallonsperCapita
P=Preliminary
Source: Beverage Marketing Corporation
Competitive Beverage Set Per Capita Consumption Growth
1995 - 1999P
Milk’s Performance Lags the Category
17. New Product Introductions 1998-1999 Change
-6%
22%26%
40%
146%
271%
-50%
0%
50%
100%
150%
200%
250%
300%
Milk is the Only Category Showing a Decline
Bottled
Water
Fruit
Beverages
Sports
Beverages RTD Tea
Soft
Drinks
* Includes non-dairy milk and yogurt drinks
** Projected based on five months data
Source: Beverage Marketing Corporation; Marketing Intelligence Services
Milk
18. 74
79
93
114
0
20
40
60
80
100
120
1996 1997 1998 1999**
#ofNewProducts
* Includes non-dairy milk and yogurt drinks
** Projected based on five months data
Source: Beverage Marketing Corporation; Marketing Intelligence Services
Milk New* Product Introductions Declining
19. $290
$460
1998 1999
Orange Juice with Calcium Sales*
1998-1999
In Millions
* Chilled and frozen concentrate
Source: Beverage Marketing Corporation; A.C. Nielsen
$230
$205
$178
$151
1996 1997 1998 1999
+ 18%
+ 15%
+ 12%
Soy Beverage Sales
1996 - 1999
In Millions
Potentially Competitive Products to Milk Appearing
+ 58%
20. How Milk Fares in Competitive Universe
Milk’s growth lags the category
Milk addresses basic and functional product
benefits
while the competition addresses higher-order consumer
benefits
21. Overall, milk addresses primarily basic/ functional benefits
• However, consumers now expect higher-level emotional benefits from the beverages they drink
• Well-positioned, highly-marketed products tend to address higher-order consumer benefits
Highest-order
Benefits
Emotional
Benefits
Self-esteem Well-being
Functional
Benefits
Basic Product
Attributes
TrustSmart Choice
Social status/
acceptance
Self-indulgence Individuality
High Quality Filling Soothing NutritiousRefreshing
Taste
Dependable/
Consistent
Cold Generic
Confidence
Good Value
• How do I feel about this?
• What does it do for me?
• What is it?
Flavor Variety
Consumer Benefit Hierarchy for Milk
Source: BMC
23. How Milk Fares in Competitive Universe
Milk’s growth lags the category
Milk addresses basic and functional product benefits
while the competition addresses higher-order consumer
benefits
Milk’s packaging is functional/operations-driven
24. Enhance
Market/ Consumer
Promote Convenience* Proprietary Image
CSDs
Bottled Water
Fruit Beverages
Sports Beverages
RTD Tea
Milk
Excellent
Excellent
Excellent
Excellent
Excellent
Poor
Beverages must have the appropriate
packaging formats/array
Beverage Packaging Trends
* Portable, resalable, unbreakable, light-weight
Excellent
Good
Good
Excellent
Good
Poor
Excellent
Excellent
Good
Excellent
Excellent
Fair
Good
Excellent
Good
Excellent
Excellent
Fair
Source: BMC
25. How Milk Fares in Competitive Universe
Competition addresses the issue of product
availability better than milk
although milk is improving
26. Availability is a key element
Immediate Consumption vs. Take Home Distribution
1998
Source: Beverage Marketing Corp.
50.7
45.0
39.5
26.0
18.0 16.0
49.3
55.0
60.5
74.0
82.0 84.0
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
CSD Sports
Beverages
RTD Tea Fruit
Beverages
Bottled
Water
Milk
ShareofVolume
Immediate Consumption Take Home
27. How Milk Fares in Competitive Universe
Competition addresses the issue of product
availability better than milk
although milk is improving
Milk’s “voice” in the marketplace is soft relative
to its size
28. Milk’s Relative Share of Voice
16%
13%
16%
14%
13%
23% 23% 22% 21% 20%
0%
5%
10%
15%
20%
25%
1995 1996 1997 1998 1999
Share of Voice Share of Market
Milk’s Share of Voice is Less than its Share of Volume
Source: Beverage Marketing Corporation; Competitive Media Reporting
29. Only Bottled Water Spends Less on Advertising
Competitive Set Ad Spending per
Gallon
1999
$0.06
$0.04
$0.03
$0.02
$0.17
$0.07
$0.00
$0.02
$0.04
$0.06
$0.08
$0.10
$0.12
$0.14
$0.16
$0.18
$0.20
Sports Drinks Fruit
Beverages
RTD Tea Soft Drinks Milk PET Bottled
Water
DollarsperGallon
Source: Beverage Marketing Corporation; Competitive Media Reporting
30. How Milk Fares in Competitive Universe
Competition addresses the issue of product
availability better than milk
although milk is improving
Milk’s “voice” in the marketplace is soft relative to its
size
In-store, milk’s merchandising falls behind
competition
31. 0%
2%
4%
6%
8%
10%
12%
14%
1996 1997 1998 1999
Juices
CSDs
RTD Tea
Bot. Water
Milk
Milk Lags in % of Dollar Volume Sold on Feature
Percent of Beverages Sold on
Feature
1999
Source: Beverage Marketing Corporation; A.C. Nielsen
32. Assessment of Milk Marketing Programs
Program is notable for unusually high consumer
awareness
Endorsements make product contemporary
Good media mix for messaging
Program’s greatest weakness is low share of voice
Spending is over-indexed to adults
Generic lacks impact of branded advertising
Effective marketing has moderated declines
Even with the marketing program, milk is still vulnerable to
a decline
33. Areas of Improvement
Evolve messaging
From functional/nutritional to higher order need states and
emotional benefits
Adjust ad mix to emphasize key 12-24 age and
ethnic groups
Increase ad/promotional spending
Enhance processor marketing programs
positioning, packaging, pricing, availability,…
Develop field execution expertise comparable to
competition
Innovation is key to future growth