Comparing the Nutritional Values of Ice Cream versus Frozen Yogurt Contents Introduction 1 Data Section 1 Ingredient Differences 1 USDA Nutritional Values 1 Cold Stone Nutritional Values 3 Calcium Content 4 Additional Factors 6 Conclusion 6 Summary and Interpretation of Data Gathered 6 Recommendation 6 Works Cited 7 Comparing the Nutritional Values of Ice Cream versus Frozen Yogurt Introduction Health problems are constantly on the rise with our increasing population and unhealthy food consumption. Such problems would be dramatically reduced if companies such as Cold Stone Creamery were to reduce or replace their ingredients or menu items with healthier options. As a leading franchisor of premium ice cream parlors, switching to healthier options would have a positive impact on customers and would set an example for other companies to follow. One possible solution is a partial substitution of ice cream menu options with frozen yogurt. Frozen yogurt is the closest dessert to ice cream in terms of taste and build.
C_Fad was a brand new product appealing to both markets; therefore more money was needed to ensure awareness and accessibility to our customers. A moderate sales forecast for Cake was set, based on year three’s final sales numbers, at 650 units, and C_Fad at 520 units, since we were unsure of its success in its first year on the market. Production amounts were set high because there was no inventory on-hand to begin year four, so the team was counting on not stocking out this year. With that in mind, 850 orders of Cake and 1,000 orders of C_Fad were set to be produced. The total amount of machines on-hand seemed appropriate for production, but the number designated to each product was altered since more units were being produced of C_Fad.
From early beginnings as a mail order confectioner, Hotel Chocolat has since become a world renowned luxury brand offering a large selection of speciality chocolate based products, ranging from bars to boxes and gifts to experience days. With a premium image and the offer of exciting and interesting chocolates attracting discerning customers looking for a sweet treat, this allows the company to maintain high profit margins and cover the cost of expensive ingredients such as Cocoa. In the short period of time since its conception in 2003, sales reached £30 million in 2006. As a retailer, to preserve their exclusivity Hotel Chocolat only has a small number of stores in specially selected locations and shuns department store concessions. To keep up with growing demand they also have an online shop supporting an international customer base.
For instance, Kellogg took $400 million restructuring charges during 1998 to 2000 in order to improve the cost structure. Also, the acquisition would help company improve its distribution channel by selling the products in Keebler’s channel. The diversified product lines based on its global distribution channel would ultimately help the company generate more revenue. The risks are the major competitor General Mills seems investing more on product innovation in order to acquire more market shares in cereal business and the acquisition would increase total debt form $2.1billion to $6.4 billion between 2000 and 2001, while leverage goes up from 1.6 to 3.9 times. That gives the company a BB credit rating.
A major increase in sales between 2000 and 2006 has made Hotel Chocolat’s competitors eager to find the key to the company’s success, leaving the founders to face the challenge of how to protect the business from plagiarism. Trademarking its name and all its products, although a widely-used defence mechanism, is not a satisfying solution here; with 30% of its products replaced by another annually in order to meet the demands of its customers and continuous product range expansions, it would become a burden, adding administrative costs and bureaucracy. Now a luxury provider, the company started in 1980s supplying mints, before moving to chocolate and, finally, rebranding in 2003 as Hotel Chocolat. With own cocoa plantation, 11 retail shops in popular tourist locations, a call centre and an online store, Hotel Chocolat is now reaching customers in the UK, USA and in Europe, with aspirations to become one of the world’s top chocolate brands. Despite these developments, Hotel Chocolat is not interested in offering department store concessions or own-label goods and wants to keep the number of its high street shops to the minimum in order to retain its premium brand image and uniqueness as well as keeping full control over staff training and storing conditions of its products.
I. Factual Summary: Hawaiian Punch is a popular fruit punch drink, owned by Cadbury Schweppes, with a 94 percent brand awareness among U.S. consumers and a 7 percent(*) market share of all juice drink varieties, making it the top selling brand in its category. The juice drink enjoys a fairly long product cycle where the first, and still the most popular, recipe was created almost 70 years ago. Hawaiian Punch is not the only product manufactured and sold by Cadbury Schweppes; the company has several well-known beverages brands such as Dr Pepper, Seven Up, and Mott’s. Nonetheless, as evident by the recent management appointment, Hawaiian Punch is a product that has a high focus of interest from the company since it has a good growth potential given its recent performance of 7 percent annual sales increase over the last few years.
In 2011, bars/cafes grew by 4% in terms of current value to reach sales of 4.7 billion dollars of which 15% is revenue from smoothies sold in Canada bars. The smoothie bars have shown an increasing trend in the recent past, and this explains a corresponding growth in their market. There is also a fierce competition in the organic food market. In 2011, around 174 new vegetable /fruit and nectar products entered the US market. It was a threat to Bolthouse Farm despite the fact that the company produces quality beverages.
9-91 4-501 AUGUST 4, 2 0 1 3 J O H N A , QUELCH DIANE BADAME Montreaux Chocolate USA: Are Americans Ready for Healthy Dark Chocolate? In October 2011, Andrea Torres, director of new7 product development at Montreaux Chocolate USA, was poring over data from a recent Nielsen BASES I1 test. Over 15 months had passed since the Consumer Foods Group (CFG) of Apollo Foods had purchased the rights to distribute Montreaux's European chocolate products in the U.S. as a means of increasing market share, in pursuit of upscale market segments. Torres was now satisfied with the research and methodology that her New Product Development (NPD) team had employed to assess market opportunity in the U.S. to date. A board meeting was scheduled for December 10, at which Torres would be expected to make a solid, comprehensive, and compelling presentation on the status of the acquisition/assirnilation of Montreaux and plans for the launch of the new product in the U.S. David Raymond, her division manager, had committed to a set of aggressive sales forecasts that placed even greater sigruficance on the accuracy and adequacy of the research and its application.
Ethel’s Chocolate Lounges Carmenchita McCoy-Johnson MKT 100047VA016 April 30, 2011 Ethel’s Chocolate Lounges Describe the type of consumer buying decision that best describes the choice to indulge at Ethel’s. In the seventeenth-century London, members of society’s elite would gather in luxurious surroundings to relax and sip hot chocolate. Time passed and the Europeans decided to expand on making solid chocolate treats. The Europeans were limited on income and the market was not as large, which lead to a cheaper production of chocolate. The cheaper chocolate that was produced was not of good quality.
Childhood Obesity Sam Bayliss Anderson University Author Note This paper was submitted for English 1120, section 11, Taught by K. Shively on Childhood obesity is a serious problem in the United States. This problem has grown so large it has been classified as an epidemic. The number of overweight and obese children in America has increased at an alarming rate over the past years, and there is no chance of it slowing down unless action is taken. A fast-food craze has swept over the country, consequentially leaving a trail of poor nutrition in its wake. Fast-food corporations seem to be encouraging children to consume regular amounts of unhealthy foods by giving away toys with the purchase of a child’s meal.