Main factors that contributed to this trend are the increased smoking bans and consumers’ perception of moist smokeless tobacco as less risky than cigarettes for health. In 1997-1998 UST was one of the most profitable US companies with a five-year return on capital of 92.1% that was about 20% higher than the 2nd ranked firm. Financial figures for the 11-year period from 1988 to 1998 show a continuous increase in sales, earnings and cash flow with CAGR of 9%, 11% and 12% respectively (HBR 2001). To have a deeper insight in UST business risks and assessment, SWOT analysis (McGee et al. 2010) is provided below.
Problem Statement: In lieu of the current overflow of stock and the upcoming trend of increased supply, what can Neptune Gourmet Seafood do to utilize these factors to their advantage? Case Background: Neptune Gourmet Seafood is North America’s 3rd largest seafood producer—the largest back then was Pacific Seafood. Neptune has been in business for at least 40years; during that time it has cultivated a reputation for having the best quality seafood. It operates two processing plants near Cedar Key, Florida and Norfolk, Virgina. In terms of quality, Neptune has dominated most segments compared with other brands.
This study emphasizes a point of a societal shift of Americans being more health conscious and not consuming as much carbonated beverages as in years past. The alternative drink market is in the midst of an expansion. The worldwide sales have grown 13% annually from 2005 to 2007. The pace of growth is much slower due to the overall global economic slowdown; however it is still projected to reach $53.5B by 2014. The retail price for an alternative drink is 50-75% higher then
In recent years, over 22 new SKUs were created in the category and all of them are competing for market share in an increasingly growing market. Total sales of non disposable razors in the market went from $178 million in 2005 to $218 million in 2010, a 22% increase. While sales of refill cartridges went from $763 million in 2005 to $853 million in 2010, an increase of almost 12%. The overall sales of U.S. shaving and hair removal products increased 1.5% for the combined segments of non disposable razors and refill cartridges between 2005 and 2010. With a growing market in non disposable razors and refill cartridges, Clean Edge would have a good chance of capturing some of that growth.
Cola Wars Continue: Coke Vs Pepsi in 2006 1. Why is the soft drink industry so profitable? By reading the statistic factors: ■ The annual consumption of gallons per capita of soft drink grew from a sum of 114.5 to 153.4 (+340%) in the year 1970 to 2004. Out of this, the annual consumption of gallons per capita of CSDs grew from a sum of 22.7 to 52.3 (+230% growth) in the year 1970 to 2004. ■ From 1975 to 1995 both Coke and Pepsi achieve average annual growth of around 10% ■ American’s drank more soda than any other beverage ■ Very large market share.
According to "Trends In The Global Beer Markets" (2008), (Consumption patterns). In the countries experiencing the most beer growth there is also evidence that beer has been gaining a larger portion of the overall commercial alcohol market in the area. Beer consumption had an increase of 6% from 2000 to 2010 from 34% of the commercial alcohol market to 40%. The global beer market is expected to continue to grow especially in Asia, Africa and Latin America. Forecasts beyond 2012 predict the fastest growth in China but anticipate growth in Vietnam, Brazil, Ukraine, Nigeria, India and Peru.
KINGSFORD CHARCOAL CASE ANALYSIS CASE INTRODUCTION: Kingsford Charcoal is a $350 million company, built and commercialized in 1920 by E.G Ford and acquired by Clorox in 1973. Kingsford represents one of the largest product groups within Clorox's portfolio and represented approximately 9 percent of Clorox's revenue and a substantially higher net income. The company had been enjoying a steady moderate growth since the 1980's achieving 1-3 percent in growth revenues each year. Though it had not raised prices in several years or advertised in any significant way since 1998, Kingsford charcoal enjoyed a higher sales volume over its competitors (Royal Oak and Private Label) in the charcoal industry. In the summer of year 2000 however, the overall charcoal industry including Kingsford charcoal experienced a softening in their growth and revenue.
LOS ANGELES, California (AP) -- The Walt Disney Co. said Tuesday that the weak U.S. dollar kept domestic vacationers closer to home, boosting theme park revenue while growth in the company's film studios and media networks also helped push second-quarter net profit 22 percent higher. Disney said it earned $1.13 billion, or 58 cents per share, in the quarter ended March 29, compared with $931 million, or 44 cents per share, a year earlier. Revenue for the period grew 10 percent to $8.71 billion. Analysts expected earnings of 51 cents per share on $8.47 billion in revenue, according to Thomson Financial. Disney shares jumped 84 cents, or 2.5 percent, to $34.57 in after-hours trading.
Blaine Kitchenware represents 10% of the U.S market share of the industry (market = $2.3bn) but is also present in foreign market. The company’s recent strategy moves include increasing its presence on the foreign market, growing its beverage preparation appliance segment and competing in higher-end segment with higher price point. Despite the company’s profitability (net income of $53.6m on revenue of $342m), the company lacks of organic growth and all of its recent growth is due to acquisition. When comparing the ROE of the industry, one can observe that Blaine Kitchenware (11%) is significantly below the average (25.9%). In recent years, the company increased its number of outstanding share to finance its acquisitions, which raised the payout ratio to more than 50% in 2006.
Ratio Analysis From 2006 to 2007 Britvic’s net profit rose by 0.3% while gross profit fell by 1.05%, therefore production cost was reduced, which can be due to the deal with C&C (Magners cider maker) and the acquisition of Ballygowan water which brought a cost saving of €14m. Over the past 5 years, 2010 achieved one of its highest gross profit 55.3% and net profit was never so high at 7%. The deal with C&C also made Britvic’s share prices raise and it reached its highest price (399p) over 2 years period. As many companies, Britvic in 2008 was also affected by the global economic crisis and in that year gross profit fell by nearly 8% but net profit was not affected as much. 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.