3) A Strong Canadian Image: Rona has a strong Canadian image that comes to its advantage. Most of the 70,000 different products that they carry come primarily from manufacturers or distributors located in Canada. Their Canadian image could also be due to its high involvement in its Canadian community that gives Rona this unique strength. 4) Customer Service and Customer Experience: Rona’s desire to satisfy each customer as if they were neighbors from the time Rona was just a co-op of small hardware stores has instilled
Jolson Automotive Hoist Case Questions 1. What factors have contributed to Jolson Automotive Hoist’s success to date? Jolson Automotive Hoist (JAH) is still a young and small company with a great potential, which has established its reputation as an excellent product in the Canadian market. With plenty of room for growth in the U.S. market, they should keep their offensive strategic market plan, focusing only in this market, until they can gain enough market share. By establishing a sales office in New York and working more closely with their distributors and wholesalers they could gain more market share.
• Full-line manufacturer of manual wheelchairs to all demand segments in the Canadian market. • Also recently got into part and assembly sales to other manufacturers • Recently hired two sales representatives to service Canadian dealers and to appeal to new clients/dealers. • Hands-on management strategy • Dealing with marketing channels was top priority – strategy was to improve product quality, retail prices and dealer margins – the strategy was successful Evaluate • Appears successful – pg 4 – the new management team *maintained* sales at $2.37 million, company was in 100 dealer outlets and profits were a “healthy” 6% of sales • Mgmt forecasts increase in sales to $3 million next year. Problems identified? • Management may be spread too thin – All managers were pressed by the requirements of everyday business.
Threats encumber an organization from realizing its objectives. The main risk facing Bolthouse Farm is the fierce competition from other local juice stores. With the increasing advent of bars, people prefer these smoothies, which are customized according to their preference. The impact poses a significant threat to Bolthouse farms since their smoothies are standardized. 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.
Their products consist of many types of grain products, pasta types, and canola oils. Since they formed in 2007, they have taken over the ag-trading sector, quoted by many as being “Canada’s biggest grain handler” (AlbertaFarmer, 2013). Thus, their mission is achieved every year as they aim to dominate the market in an eco-friendly matter, ultimately paying large dividends to stakeholders without damaging our environment along the
• A weakness of the company’s promotions is that it is heavily based on the internet/social media, which doesn’t allow it to target older consumers, who may not be as familiar with these types of advertising outlets. • McCain’s is a strictly Business to Business company; Rely on Day and Ross Transportation group for retail distribution Opportunity: • As McCain continues to develop innovative and convenient products at affordable prices, they will be able to expand into new markets and further grow their CDN $6 billion annual earnings. • This sector of the Canadian economy is characterized by its rapid growth and increase in revenues since introduced in the early 70’s • Today it is estimated that an average Canadian consume close 50 to 100 frozen meals a year (Frozen Food.ca 2009) • The frozen foods in the country generated total revenue of $4.1 billion, which is represented in a compound annual growth of 2.7% between 2003 and 2007. Within this growth, the segment of the market that received more revenue per sales, were the frozen ready meals, which reflected an outstanding $1.6 billion, covering 39.2 % value of the total frozen foods market (Datamonitor 2012). • The reported increase in the revenues by the frozen
The Canadian Government positions should be elected by the people in Canada because it would prevent many problems by the members in the Canadian Government. People all believe that to have their own opinion is a great advantage but not all people have the time to do background research on the Candidates. By having the people of Canada vote for who they want would than restrict partridge from happening behind the scenes. Voting for our own leader in the senate would than help everyone in a great way. This would become easier on our daily lives.
Which they both trade thought the entire world. Even though the US and Canada share most resources they have some differences too. One of the main Canadian resources is that Canada has the second largest land area. Even though Canada has a greater land area than the US has more resources like natural gases and hydro electric power, all though the US is won of the smaller countries it uses up 25% of the worlds power. One of the US main resources other than manufacturing and commercial farming.
The Canadian governments website boast, “Canadian businesses are ‘getting connected’ more than ever before, exploiting advances in communications technology to reach out into the global marketplace in search of buyers for their products. Though we have always been a nation looking outward for markets, Canadian trade continues to grow beyond our borders” (The Government of Canada, economy overview). According to Robert Pastor, the head professor of international relations at Emory University, trade between the United States and Canada has historically been high. Writing about the North American Free Trade Agreement’s (NAFTA) impact international trade in Canada, Pastor writes, “Although two-way trade between Canada and the United States had always been high, it had stagnated for the decade before the Free Trade Agreement; then it doubled” (Pastor 70). After signing NAFTA, Canada experienced a major boom in the economy.
* The brand reached an amazing market share of 10% by the following year of the launch, despite its 23% price premium compared to other brands in France. * The biggest problem at that time was to keep up with the demand in France. * Impressed by the massive success in France, Global Marketing Group in New York saw it a good idea to look for other markets for the brand. * French-speaking Quebec in Canada seemed like the obvious choice. * There were mixed feelings in Canada about the entry of Cleopatra there, some managers found it a good idea and that the formula will be just as successful in France.