Chattanooga Ice Cream Division

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Running Head: TEAM C CASE ANALYSIS: CHATTANOOGA ICE CREAM DIVISION 1 Chattanooga Ice Cream Division TEAM C CASE ANALYSIS: CHATTANOOGA ICE CREAM DIVISION Case Analysis: The Chattanooga Ice Cream Division With increasing competition, falling sales revenue, and decreasing operating profit over the five year period of 1991-1995, the Chattanooga Ice Cream Division was not only losing money but also market share. In 1996, this was compounded further by the loss of the division's third-largest customer, Stay & Shop, who had decided to give their business to a competing brand. This case analysis seeks to examine the Chattanooga Ice Cream Division and where Charlie Moore, the President and General Manager, had gone wrong. It will look at how the team in the division could have 2 operated more effectively, and the actions that they now must take over the next 30, 60 and 90 days to reverse this downward trend. What Has Charlie Done Wrong? Charlie Moore struggled to understand how the warning signs of the loss of a customer worth 6.5 million in sales had gone unnoticed. Unbeknown to Charlie, the loss of this customer represents a symptom of an ongoing disease process Charlie needs to quickly identify and eradicate. Beginning in 1992, the downward trend of operating profit coupled with the downward trend of sales revenue was evident yet unaddressed. Also important to note, beginning in 1993 the operating profit began to fall at a quicker pace relative to sales revenue. Charlie failed to notice the meaning of the pace of decline and the importance of the loss of productivity, given the profitability falling at a faster rate than the revenue. Driving the loss of revenue, Charlie failed to give strong attention to the strategic movements of main competitors and their growing hold on Charlie’s market share. Charlie misread or ignored key personnel issues. First, he

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