Raven began by asking the investors for $100,000 to advance her business in return of 25% equity of The Painted Pretzel. According to Raven, her painted pretzels are fun, yummy, unique, high quality, and have unlimited flavor combinations. The painted pretzels cost approximately $7.00 to make and they sale for $14.50, which would make a profit of $7.50 for every painted pretzel sold. Sales were $75,000 for the past twelve month, $64,000 for the previous week and Raven has $140,000 worth of orders she could not fill. Her online sales sell out in less than a week.
Its shops tripled from 2000 to 2004, with 427 stores in 45 states and four foreign countries. However, at the end of 2004, the company announced several accounting revelations, changing image of the company in Wall Street and plummeting its stock price in the market. On May 7, 2004, it indicated that its Hot Doughnut and Coffee Shops were falling short of expectations and that it had plans to close three of them (resulting in a charge of 7 to 8 million dollars). Following the news, the Wall Street Journal addressed the aggressive accounting treatment the company had made for franchise acquisitions. For instance, it purchased a struggling Michigan franchise, asked some of its underperforming stores to be closed, and agreed to pay the company’s accrued interest on past-due loans for it to raise its purchase price of the franchise.
Firstly the market RM are currently operating in is dealing which lead to them seeing profits fall by 12% last year. If these trends continue RM will its eventually struggle to operate and may even begin to make a loss. The new market Harry is suggesting is in fact growing rapidly with a predicted rise in digital subscriptions from 3-10million in the next 2 years (333%) as consumers are switching from print magazines to digital due to the growth of tablets,phones and laptops. The company has also carried out some market research on a small sample group of 300 women. Their research showed that 60% (180) of the group would be willing to pay at least £5 for the magazine monthly which would hopefully indicate larger revenues being generated by the company especially if the number of subscribers increases inline with the market growth trends.
Summary * Burt’s Bees is a company that was founded in 1984 by Roxanne Quimby and Burt Shavitz in central Maine and produces beeswax-based natural skin care products and handmade crafts. * Burt’s Bees started with an investment of four hundred dollars when Quimby met Shavitz, a beekeeper in Maine and an ex-photographer for Life and New York magazines * Quimby’s entrepreneurial lessons were learned at a very young age from her Harvard educated father. * Quimby started visiting all the local fairs so she could sell their products. * The first year sales were $ 81000 which seemed an unattainable amount to Quimby. * Burt’s Bee’s first big break came in 1989 at a wholesale show in Springfield, Massachusetts when one of their new creations, a teddy bear candle, was noticed by an up-scale Manhattan boutique store.
The Cheesecake Factory | | | | The Cheesecake Factory Oscar and Evelyn Overton had always dreamed of owning a successful business. Their dream started in the late 1940’s when Evelyn, an exceptional cook and who created the original cheesecake recipe, opened her first tiny cheesecake shop in Detroit. However, she had given up on that dream and closed her shop to raise her two children, David and Renee. She continued to supply her cheesecakes to the finest restaurants in town by baking the cheesecakes in her basement. By 1971, the children were grown and Oscar and Evelyn, now in their early fifties, made the decision to move their basement shop to Los Angeles, California.
In advance of an Oscars event sometimes dubbed "the Super Bowl for Women" by media people, Unilever is giving the launch of its effort a touch of Super Bowl treatment, including a 90-second teaser ad to be released Wednesday on YouTube and a social-media command centre with support from PR shop Golin Harris with live tweets during the show. Unilever is doubling Lipton marketing spending to more than $40 million this year compared to last, said Alessandra Bellini, VP-brand development for Unilever Refreshments. The campaign backs both Lipton hot tea and iced tea, the latter marketed as part of a joint venture with PepsiCo. While Lipton has had global campaigns in the past for ready-to-drink tea, this is the first global effort behind the entire brand line-up, Ms. Bellini said. Lipton -- in both
Chris Olang BUAD 6300 Case 6-16 Cowgirl Chocolates 10/6/2010 Before spending an additional $3,000 on an advertising campaign in the March/April edition of Chile Pepper Magazine, Marilyn Lysohir is considering what she needs to do in order to achieve her goal of becoming a profitable company. She needs to analyze consumer perceptions and pricing strategies. She also needs to identify and gain access to effective distribution channels and effectively use the company web site. Since the inception of a spicy chocolate recipe, Marilyn Lysohir has been trying to grow a profitable business but, every year she has loaned the company money to keep it running. Cowgirl chocolates cater to both Chocolate lovers and spicy food lovers with the final product being packaged in custom tins, bags, buckets and boxes.
A few years later, around the mid 1920s, Chanel's designs grew in popularity and the word was getting around to those who could afford it. Next came another two boutiques - one in Paris, the other in Biarritz, both combining to employ some 300 staff - not bad going for the late 1920s! It was during this stage of her life that Coco Chanel came up with the timeless No. 5 perfume. By the early 1930s, Chanel's reputation had grown enormously and in 1931 she was paid one million dollars by Samuel Goldwin to dress the stars of many of his movies: Kathrine Hepburn, Grace Kelly, Elizabeth Taylor et al.
But as competition intensified through the early 2000s, Schwab had found it harder to straddle the divide between full-service 2004, revenues were flat, and net income had declined by 39% in just 12 months. Upon his return as CEO, Chuck out both costs and prices to restore the brand’s perceived value among retail investors and hopefully improve market share. Though that corporate marketing budget was among the first to be cut, Saeger had argued that brand-building initiatives would have to play a role in driving future growth and brand revitalization. Six months into the TTC test market, she persuaded management to invest a further $30 million in the TTC campaign for the fourth quarter of 2005. She was confident that the campaign could take at least some credit for Schwab’s turnarround: a 6% increase in revenue from year-end 2004 to 2005 and a 153% increase in net income for the same period.
Vanilla Bicycles has become rapidly well known in the bicycle world, many bicyclists wishing they could get a hold on one. Vanilla Bicycles has had to stop taking new orders, due to the amount they had received in the last year, reaching a wait-list of four years. What separates Vanilla Bicycles from most common bicycles is the quality and effort put into each bike. Before White starts building a bike, he must receive the clients measurements, customizing the bikes frame to fit the client perfectly. Although United States may be in a recession and Vanilla Bicycles doesn’t offer the cheapest bikes around, averaging 7,000 dollars a bike, it hasn’t stopped bicyclist from buying high-quality American-made bikes.