ORGANIZATIONAL PLANNING Organizational Planning Based in the SWOT Analysis, Kellogg Company SWOT Analysis. Dec2012, p1-10.p this company has the following strengths: A strong brand that was based thought the years of incrementing sales. In the 2011, the sales were about $13,198, being one of the world largest producers of cereal. In 2013, the company reports net sales of $14.8 billion, increased by 4.2 percent for the last year. In Latin American the sales growth in 5.5 percent.
The Kellogg Company is the world's leading producer of breakfast cereals and convenience foods, such as cereal bars, and aims to maintain that position. In 2007, it was Britain's biggest selling grocery brand, with sales of more than £550 million. In 2010, total worldwide sales were almost $12 billion, making Kellogg Company the world’s leading producer of cereal and a leading producer of convenience foods, including cookies, crackers, toaster pastries, cereal bars, fruit-flavored snacks, frozen waffles and veggie foods. (www.kelloggs.com). Product lines include ready-to-eat cereals (i.e.
It manufactures manufacture or use contract manufacturers, market and sell a variety of salty, convenient, sweet and grain-based snacks, carbonated and non-carbonated beverages, and foods. It is organized in three business units: • PepsiCo Americas Foods, • PepsiCo Americas Beverages, and • PepsiCo International. The Americas’ divisions operate in the United States and Canada. The international divisions operate in approximately 200 countries, with the largest operations in Mexico and
By 2008, European SSP sales were expected to exceed $150 million, and by 2010, they would draw for 10% of European home coffee maker market. Now, Kraft is ready to introduce the pod to North America, a debut that is expected to bring in BILLIONS. Kraft Foods controlled 15% of the global coffee market in 2004. Kraft’s own coffee brands, Maxwell House and Nabob, owned a combined 32% share of the Canadian market. Their main competitor in Europe was Senseo, who introduced their pods in 2001, selling five million coffee makers and three billion pods by 2004.
Outcome1 1) Define the main food groups • Fruits - The fruit food group encompasses a wide range of fresh fruits and fruit products, including dried, frozen and canned fruit, and 100 percent fruit juice. • Vegetables - Any vegetable or 100% vegetable juice counts as a member of the Vegetable Group. Vegetables may be raw or cooked; fresh, frozen, canned, or dried/dehydrated; and may be whole, cut-up, or mashed. • Grains - Any food made from wheat, rice, oats, cornmeal, barley or another cereal grain is a grain product. Bread, pasta, oatmeal, breakfast cereals, tortillas, and grits are examples of grain products.
This research paper will include the products produced by Slim-Fast®, the positive and negative aspects to Slim-Fast®, comparison and contrast with other commercial diets, and an overall evaluation of Slim-Fast®. First, Slim-Fast® has created different forms of nutritional products. The Slim-Fast® product line includes 5 different items, one item is the Slim-Fast® Shake. The shake comes in 7 different flavors; High Protein Vanilla Cream, Strawberries ‘N’ Cream, and High Protein Creamy Chocolate, Cappuccino Delight, Rich Chocolate Royale, Creamy Milk Chocolate, and French Vanilla. The shake comes in a convenient bottle that is easy on the go.
Key Issues Only 3 percent of US farmers grow organic products. US shoppers spent 45 billion dollars on natural and organic products in 2004. (Harasta, Hoffman, 2007). The growing organic foods industry has created major competitors like Trader Joes that offers high quality products at low prices and has seen a 13.6% sales increase from 2002 to 2003. Conventional grocery stores and wholesale chains like Costco and Sam’s Club, seizing the opportunity in this rapidly growing
Growth platforms and logistic pipeline adopted by Crocs are briefly discussed to highlight the reasons why and how Crocs evolved its supply chain practices. The basic core competencies of Crocs are: effective and responsive supply chain, an unique product, an unique material and a global strategy. First, the most significant Croc’s core competency is the highly effective and responsive supply chain. The company developed a strategic three-step method to shorten time, offer flexibility and lower the cost of the supply chain process. Therefore, It will give bigger profits and an easier operation system.
CEMEX’s sales revenues had increased from less than $1 billion in 1989 to nearly $5 billion in 1999, and it had become the third largest cement company in the world in terms of capacity, as well as the largest international trader. After determining what were the benefits of globalization for CEMEX and its main competitors we are going to analyze CEMEX’s strategy to success in its business. Indeed, we will focus on comparing its strategy with that from a other larger competitor, Holderbank. Then we will analyze more precisely what are the steps of CEMEX's strategy to enter different markets, and especially how these steps have evolved over time. Finally, we will make some recommendations to CEMEX regarding its globalization strategy and propose selection criteria for future markets.
Additionally, at that time, Cadbury Beverages, Inc. was the fourth biggest soft drink marketer in the US (behind Coca-Cola, PepsiCo, Dr.Pepper-7Up), with a carbonated soft drink market share of 3.4 percent, and the market leader in some specific soft drinks categories (see exhibit 1). EXHIBIT 1. |Brand name |Leader in category |% of