In addition to it some additional challenges faced by the Brita brand were: * Bottled water consumption was growing at a tremendous pace which was the main cause of the Brita brand’s volume decline. Bottled water was expected to surpass carbonated soft drinks as the most popular commercial beverage in the US in 2004. For bottled water (400 brands), 20% of brands were driving 80% of category volume. * The “leaky bucket” issue where customers who bought the product stopped using the brand because these consumers were finding changing filer too onerous job. * Refrigerators with built-in water filtration were going rapidly at an expected rate of at least 2 million units per year from 2005.
However, while the architectural paint industrial sales are expected to grow year after year, the total number of paint companies is expected to drop by 2 to 3 percent per year. This reduction of paint companies is forcing many companies to consider activities such as merger and acquisitions to move forward. The architectural paint industry provides their products to multiple groups, placing a focus on two main areas:
The second issue associated with the micro level is still the 15% drop in profit margin. Jim West as enjoyed four years of positive growth and believes that if something isn’t done the company may continue to trend in loss. Should that continue, the long term profitability of The Dim Lighting Co. would be affected and Jim may be looking for a new job. Causes The cause concerning this change really focuses on a number of factors. The first and largest issue is based on the decline of profitability.
It has over the years maintained a market share of approximately 60%. During the past few years, HFP has faced a rapidly changing market for infant foods. The decrease in the birth rate and the new concern about food additives brought about major changes in the infant food business. Finally, the increase of competition in the baby food market made the problem even worse. The company’s sales dropped by 3% last year accompanied by a greater drop in earnings with unused plant and warehouse capacity.
Britvic’s pubs trade was also affected by the recession, company shares fell to its low in 5 years, reaching 222.25 p, a difference of 165p comparing with previous year. In 2008, still feeling the traces of the financial crisis and alert to the changing attitudes in consumer behaviour, Britvic secured exclusive bottling agreements with PepsiCo for V Water and Gatorade in Great Britain. It has also launched and re-designed its packages of squash range, increased large pack production facility, which “unlocked our ability to drive a large-pack performance through increased promotional competitiveness”. Due to these changes, Britvic’s ROCE rose by 3.5% on that year. On Britvic’s liquidity ratios, the most visible trend is that the lines on current and quick ratio are always working in accordance with each other.
Running Head: Superior Supermarkets Superior Supermarkets Davenport University MKTG 610 Date Case Synopsis A quarterly review by Hall Consolidated is scheduled to discuss performance in District III. District III includes fifteen Superior Supermarkets located in Centralia, Missouri. The district manager for these stores, Randall Johnson, has requested that these three locations implement an everyday low pricing strategy since these stores are the highest priced supermarkets in the Centralia market. His is concerned that because of increasing consumer price consciousness, they may lose market share. Centralia store’s sales have been below budget for the last quarter of 2002 and this first quarter of 2003.
Hugo Boss is working toward improving their efficiency and responsiveness toward the NOS items buy utilizing a SCO Pilot system that will help with product availability issues. They are currently having issues during key retail replenishment periods, such as December, and losing revenue due to stockouts (1.1% of net sales in 2004). Changes in demand and production lag time created a persistent challenge to have the right amount of inventory at the right time. NOS (never out of stock) items do not change seasonally (style, color, and fabric remain constant for three years) and before the SCO pilot system, Hugo Boss was placing orders for these products once a month. Upon implementation of this system, they changed to ordering weekly.
BRANNIGAN FOODS STRATEGIC MARKETING PLANNING IE Business School Juan Manuel Restrepo Davies Mª Concepción Aragonés Cabeza IE Business School PROBLEM STATEMENT Bert Clark, vice-‐president and general manager of Brannigan Food Soup’s Division, has to decide which of the four alternative plans his team members have proposed should be implemented in order to reverse the industry’s steady decline as well as the division’s sales, market share, and profitability decrease for the last three years. He has to move the division’s growth back to a 3-‐4% at the end of the fiscal year. ANALYSIS OF THE SITUATION Company: Brannigan is a company that has been operating for over 100 years. It has a Soup Division which has experienced a decrease in its profitability and needs to create a new strategy to stop the declining sales and market share it has been experiencing. It is important to highlight that the soup division is the cash cow (according to the Boston Consulting Group product matrix) of Brannigan Foods, reaching up to
In addition, “equity loss in joint ventures” has increased in negative figures for four consecutive years from 2001. This suggests that Krispy Kreme Doughnuts’ developments in other business areas are not successful and that lack of success has impacted the company’s income. Observing the balance sheets, Krispy Kreme Doughnuts’ total assets look good in general from the Jan. 2000 filing through the Feb. 2004 filing, however there are some concerning later-year shifts. In particular, cash reserves between the Feb. 2003 and Feb. 2004 filings have dropped considerably; this might indicate some reason for concern regarding future solvency. Krispy Kreme Doughnuts’ ‘assets held for sale’ is up almost $37 million in the Feb. 2004 filing.
Moreover, soup consumption in U.S. household averages 1.4 cans per week, with the segment of 18-24 average rising up to 2.1 cans/week. Concerning market trends, it can be said that soup is still regarded as a seasonal buy and a low-innovation product. Yet, it is noteworthy that Healthyliving solutions have been pointed as a need for children, among whom obesity concerns are especially important. Senior consumers, who have been described as brand loyal and heavy soup users, also show growing health concerns and tend to choose low-sodium, fiber-enriched products. On the other hand, these same two attributes turn out to be unappealing to younger segments.