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.
Coffee Roasters operates in the niche market of Fair Trade Coffees. Just Us! Coffee Roasters is wishing to expand their company, thus profits, which means that they face more competition from outside their niche market. As a result, Just Us! Coffee Roasters now must compete on a large scale against strong mainstream competition and well established local and international brands.
Kenny CAM exam discussion on 25-Jun Case Study : Issue Found 1. No budget for advertisement (absence of media) for long time 2. Long history products and package (only regular and blue bags available) 3. Price Gap gets closer compared with private label 4. Season Sales Effect 5.
This is seen from the fact that there is an increasing SUV purchasing trend and also with the increase in consumer wealth in US. One of Land Rover’s main problems is how to determine the right marketing mix in order to properly distribute and allocate its marketing funds in an attempt to meet its goals. In line with meeting its target LRNA has set a target for itself to increase its sales from 9000 to 40,000 by 1998. Correspondingly it has allowed its marketing budget to be increased to $20-30 million from its existing budget of $9 million. The marketing options that it has to use this budget include: a.
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.
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.
Introduction As a global manufacturer and marketer, it is important for Generals Mills to innovate and develop new products to satisfy customers’ need in order to maintain market shares and continuous growth. The company provides consumer foods such as ready-to-eat cereals, yogurt, ready-to-serve soup, dry dinner, and so on. General Mills operates both domestic and international, but for the new product we created will only focus on the US market. As the increasing awareness of healthy eating and increasing demand for organic food, we decide to create a new product of the breakfast cereals by adding traditional Chinese coarse grains and other nourishment ingredients into oats. We try to create health-oriented oatmeal for sub-health people and help prevent diseases for healthy people.
Background Ricardo Semler took over Semco from his father in 1980. At that time, Semco had only about 100 employees and only manufactured a small range of things that only brought in revenue of about $4 million (Semler, 1989). In danger of the company going under, Semler had to take some risks. It took about two years, but Semco was finally back on its feet. Semler believes that they survived because of hard work and luck.
Procter & Gamble Case Analysis Financial Stagnation: In this case study, Procter & Gamble (P&G) has experienced disappointing financial reports for the year 1999-2000. Profits, excluding reorganisation costs, grew by only 2 %, to $4.23bn, and it’s flagship brands endured disappointing growth, causing the company to scale back its growth forecasts. (Jones, 2001) P&G has responded in two ways. Firstly, it has acquired Clairol, the shampoo and hair-colouring business, for $4.95bn. This led to a 4% drop in share prices.
iii)There is very little increase in SG&A as not much was spend in terms of sales effort. iv)AR increased significantly with some of the promissory notes are payable in June 1994 (6 months after sale) v)Probably increase marketing, promotional and expenses related to discounts in the subsequent year due to “Premier Vision” plan. This impact is significant. From the statements, B&L reported a 13% YoY increase in sales revenue. However, exhibit 6 showed that there was a decline in market demand for conventional lenses, but an increase in both planned replacement and disposal lenses.