The loan described a purchase proposal of Calaveras Vineyards in Alameda Valley, California for $4.5 million. The loan consisted of $2 million in term loan and a revolving credit of up to $2.5 million. Clemens had success with previous ventures with Howell and she gave this new proposal serious thought. Clemens learned the two key decision makers at Calaveras, Dr. Lynna Martinez, VP & General Manager, and Peter Newsome, Operations Manager, were highly vested in making sure Calaveras regained its upward trajectory of growth since its slump in 1993. The slump was due to lack of marketing efforts and the fact that the vineyard was owned by a British company, Stout PLC, whose interest in Calaveras was low at best.
Third, it cut all intermediary commissions in the supply chain, so C&C could create its own competitive in this market. Forth, flower catalogs provided a way for customers to see and select what they wanted to buy. Last, C&C could take advantage of lower prices when stocks of growers were high. How would you evaluate C&C’s catalog marketing efforts? Are they doing a good job?
In this paper, we analyze the case of Calyx & Corolla at the time the case was written to present a comprehensive marketing strategy and recommendations. First we discuss how the company leverages resources to create its brand equity. We then discuss the current competitive environment and opportunity for growth in the flower business. Calyx & Corolla’s key brand equity is fast delivery of fresh flowers. This is enabled by its resource of an innovative distribution system which allows them reduce the time lag between the time when flowers are cut and the time when customers receive flowers by up to ten days.
L’Oréal was able to use precise target marketing by hitting the right audience with the right product at the right places. It has been a very crucial key to L’Oréal’s global success. The company has built its portfolio primarily by purchasing local beauty companies all over the world, revamping them with strategic direction, and expanding the brand into new areas through its powerful marketing arm. For example, L’Oréal instantly became a player (with 20 percent market share) in the growing ethnic hair care industry when it purchased and merged the U.S. companies Soft Sheen Products in 1998 and Carson Products in 2000. L’Oréal believed the competition had overlooked this category because it was previously fragmented and misunderstood.
Kodak both invented and successfully marketed professional and consumer digital cameras. It held the professional market alone in the 1990s and peaked at 29% of the US consumer market in 1999 (12). However its equipment failed to match products from more aggressive digital camera companies from Japan (5) and sales fell. Furthermore, camera phones have been rising rapidly in the picture taking market at the cost of point and shoot cameras. Kodak eventually exited the digital camera market in 2012 (7).
This Minicase talks about Ann Fudge, former president of Kraft Foods. She was responsible for the success of the division she led that included brands such as Maxwell House, Grape Nuts, Shredded Wheat, and General Foods International Coffees. After 24 years of working for corporate America, she decided to take time off for herself. It was then when advertising company Young & Rubicam extended her an offer to lead the company after turmoil was driving them to lose clients and consequently, profits. The offer came during a time when Fudge was dedicating time for herself, travelling, cycling, and writing a book titled The Artist’s Way at Work.
By 1987, she was regarded as a homemaker expert and signed a $200,000 deal as a lifestyle consultant and pitch woman for discount retailer with Kmart to develop a line of stylish but affordable merchandise. In 1990, Martha divorced her husband, Andy Stewart after he lived with her former assistant for three years. In July of 1991, The First issues of, “Martha Stewart Living,” were published. Just two years later, she started her own syndicated television show. In 1997, she created, “Martha Stewart Living Omni media,” to encompass all her business.
How improve the business plan for future strategy in order to achieve long-term growth Analysis Moonsnail Soapworks was founded in 1995 in Price Island Island. The current partners include Jennifer Ridgeway the creative designer of the company and her husband Marcus Lutterman, who manufaufetured the products. The anayslis of the Income Satement for 1998 and 1999 showed a increase in retail sales of 20.2% year over yeat anf a decrease in w3holseale sales of -17 % respectively. (See Exhibit 7) Jennifer needs to decided wheter shes will reline her marketing straegy of the the wholsale sales side of her business or if it will be better to not focus on that segment market all together. Moonsnail Soapworks has an assortment of over 30 products all handcrafted and designed for personal care.
Commented David Magee “Management once hailed as progressive and trend-setting was now a part of Japan's old boy network, arrogant and oblivious to market changes and customer needs." According to analysts, over capacity, high production costs, and unrelated investments were major weaknesses of Nissan during the 1990s.. Nissan: Success Story of a Dramatic Turnaround Initially, Nissan had talks with three players - Daimler (Germany), Ford (US) and Renault (France). Nissan was more interested in either Daimler or Ford picking up a stake in the company as both these companies were bigger and had more financial muscle than Renault (which had just re-established itself in 1997). But both Daimler and Ford backed out and Nissan was left with only one possible partner - Renault... Enter
Introduction Intel and AMD have been competing for over 40 years in the semiconductor industry. The chip industry’s major consumers are manufacturers of computers, digital consumer appliances, and mobile communications. Intel has continually been the worldwide industry leader. In 2002, AMD began to lose market share in Japan (slid from 25 percent in 2002 to 9 percent in 2004) and they started to worry about Intel’s exclusionary practices in Britain, Germany, and Japan. They believed Intel was offering rebates to Japanese computer makers in return for exclusivity.