The company was launching a new business plan to expand its market share. J.C Penney used this transformation to reach its long-run shareholder values. Ron Johnson and Michael Francis, president of J.C Penney, tried to open a new image of the company. J.C Penney started to launch its new price strategy this year. The company is “slashing prices up to 40% with to keep them that way year round” (Heller).
This report is essential in enabling important, informed business decisions. This report will inform the reader of balance sheet, income statement, and ratio information, as well as economic analysis for the lemonade stand business for three seasons of operation. The income statement describes the stand’s revenues and expenses along with the resulting net income over a six-day period due to earnings activities (Brownfield, 2007). This statement reflects the stand’s net profit of $172.55. The revenue generated from sales was $225.40, while the expenses for equipment and supplies were $52.85.
Case Analysis of Blue Orb Key Persons: Mike Bowers the Chief Marketing Officer (CMO) and Pete McAlindon the founder and Chief Executive Officer Key Issue: The key issue based on which the decision needs to be made is whether or not the company should outsource their marketing plan of launching a competition to FightWare and incur a expense of $25,000 or the alternative being that they design the competition in-house. Basic Facts: The Company is aiming at increasing their revenue by actually transforming the free subscribed users, of the software, to paid and registered users. For that reason they require focused marketing strategy in order to gain that kind of customer attention. The management of the firm hence is considering the option of outsourcing a unique strategy to another organization called FightWare. According to this unique strategy the company is considering the option of arranging a nationwide competition through FightWare, which will cost them about $25,000.
Executive Summary Starting with a little seed money from the owners, Sift Bakery was founded with the goal of providing a guilt free dessert that delivers an OMG factor to all their customers through superior customer service and trendy décor. With already acquired knowledge in the specialty baking market for California and increasing pressure from competition it is suggested that Sift implement a steady expansion strategy combining retail and baking stores to increase overall sales roughly 35% year over year and maintaining consistent operating expenses. Sift has remained strong in certain demographics to hold their position as a specialty bakery however, with the spawn of new social media and marketing platforms available, Sift is shifting its efforts to accommodate the increase in new marketing tactics and branding strategy. Considering the high level of competition in the Bay Area market, Sift has considered a few options to increase their footprint. As suggested, it is believed that implementing a targeted and focused expansion based on the current business model will accomplish the overall goal while managing the growth based on financial indicators and health of the business.
To: Larry Brownlow From: VCU302 Marketing Consulting Date: 9-18-13 Subject: The South Delaware Coors Distributorship Venture Overview The following memo will address the issue facing Mr. Brownlow regarding the viability of starting a distributorship with Coors Brewing Company with this limited experience and time restraints. Our team will also discuss which research studies are necessary for Mr. Brownlow to purchase given his $15,000 research budget. Our team recommends that Mr. Brownlow purchase the distributorship based on research and data gathered. Recommendations Our team recommends the following actions for Mr. Brownlow: Accept the distributorship Purchase studies D, E, F, G, H, and I Rationale 1) Accept the distributorship -- Appendices A-D Our team recommends that Mr. Brownlow purchase the Coors Brewing Company’s distributorship. Mr. Brownlow will need to sell $391,304.35 or 69,669 gallons in order for him to break-even (see appendix D).
Through out the process, the retail price will be set at $0.79, same as the leading competitor of the Sport Drink market and the optimal price based on projected revenue across the three markets. The two phase-implementation plan is projected to attain approximately $170 million in net profit the first year. Introduction Palmer Jackson Inc., a food and beverage manufacturer is facing troubles determining the positioning for its new line of antioxidant sports beverages “Green Ox”. We, Team A, are a consulting team working for M. Palmer Jackson. In the following report, we will address the main
In February of 2002, however, its ownership structure changed enabling it to raise $10 million in capital to expand into the at-home coffee service business. A year later, it developed a new model known as the B100 system and planned to launch the product in the at-home market. Before its launch however, 42% owner, GMCR made a proposition to alter the at-home portion of the coffee pack known as a K-cup and gave several compelling reasons. Keurig’s original commercial design of the K-cup brewer featured a system that worked in the following manner. The machine itself is hooked up to a water line, with automatically refillable water reservoir that maintained up to 12 cups of water at brewing temperature.
Wendy’s Chili: A Costing Conundrum To: VP Operations From: Senior Manager – Operations Date: Oct 10th, 2011 Subject: Wendy’s Chilli Introduction Wendy’s International Inc. is a world leader in the quick-service restaurant industry, having thousands of stores across North America. However, intense competition in the industry has been increasing and “The company’s major competitors had substantially improved the quality of their products, service, and facilities, and they had been aggressively introducing new menu items” (Brownlee, 2005, p.6). As a result, the company is in need of clear and appropriate strategy to propel it over the next few years. This business report reviews Wendy’s history and current situation to arrive at a recommendation that the company may want to explore. It begins with a brief history of the company followed by the issue that is impeding its success.
Case Recap This case recap is in regards to a conversation that Charlton Bates, president of BatesManor Furniture, INC., and Dr. Thomas Berry had. Dr. Berry a marketing professor at a private university in the Northeast and a consultant to the BatesManor Company. Bates: “… Hello Tom…I want to get you’re your thoughts on the tentative.2008 advertising program proposed by Mike Hervey of Hervey and Bernham, our as agency (Kerin & Peterson, 2010, p. 301). Berry: “…What did they propose?” (Kerin & Peterson, 2010, p.301). Bates: “…their proposal is that we should increase our advertising expenditures by 225,000.
Culinarian Cookware: Promoting Profitably January 19, 2010 Marketing Decisions A. Introduction The management team of Culinarian Cookware is contemplating the strategy of price promotion for their line of premium cookware. Though the VP of Marketing, Donald Janus, and the Senior Sales Manager, Victoria Brown, differ in their perception of price promotion, they are committed to the four strategic priorities of the brand: a widening of the distribution network, an increase in market share, the preservation of its prestigious image, and a continuation of 15% revenue growth with pre-tax earnings of 12%. This analysis will cover the benefits and drawbacks of the current price promotion strategy, analyze the validity of the consultants’ report, explore possible alternatives, and propose a final recommendation. Ideally, Culinarian Cookware will be able to meet the needs of its stakeholders, while protecting the integrity of the prestigious brand name.