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.
MONFORTE DAIRY Critical Issues In order to reach $2 million in annual sales in fiscal 2010 and position Monforte Dairy (Monforte) to become a $10 million revenue company while staying true to its values, Ruth Klahsen must determine: * How to reduce the accumulated financial debt, so that Monforte can reduce its high leverage and position itself for future expansion. * How to efficiently utilize production capacity, so that Monforte can capitalize on the anticipated growth in the artisanal cheese industry by meeting consumer demand. * How to effectively balance work and personal life, so that the most feasible growth option for Monforte can be implemented. Situation Analysis Monforte’s debt to equity ratio of 11.49 signifies that its assets are mainly financed with debt (Exhibit 2). With cash mainly coming from external financing activities rather then internal operations (Exhibit 3), Monforte will be unable to obtain financing from a bank for possible expansion opportunities.
Confronting competition from Nestlé’s, Hershey’s, and Mars for the chocolate markets, Tootsie Roll also produces lollipops and nonchocolates such as Tootsie Roll Pops, Charms, and Blow – Pops. These hard candies help to support TR’s high ranking in the confection industry as the largest lollipop producer in the world (Tootsie Roll Industries, Inc., 2012). Target market The company website boasts that the target market for TR is every age group, culture, and demographic (Tootsie Roll Industries, Inc., 2012). TR products are
Sylvia Isaza Option 1 had three main advantages. Eight-ounce cups were the most profitable based on size. There was a growing trend in natural and organic foods in supermarkets and Natureview wanted to capitalize on this growing trend. They also had a significant first-mover advantage if they were to expand into the supermarket channel before one of their major natural foods competitors did. There were also risks involved with this decision.
Walmart Stores Walmart operates various formats of discount department stores under 53 different banners in 15 countries, including Walmart, Sam’s Club, & Asda, and is the largest retailer in the world. As of Jul 31, 2011 the company operated 9,667 total stores including 3,822 Walmart U.S., 609 Sam’s Club, and 5.236 International locations. Demand Since the Price elasticity of demand for the type of walmart’s products is very high, Walmart always succeed to be an attractive substitute store by having the lower price. This allows it to have a shift of the demand to right. Annual Sales Data | | 2011 | 2010 | 2009 | 2008 | 2007 | Net Sales (1,000′s) | $ 418,952,000 | $ 405,132,000 | $ 401,087,000 | $ 373,321,000 | $ 344,759,000 | YoY % Chg | 3.4% | 1.0% | 7.4% | 8.3% | 11.6% | Same-Store Sales Chg | -0.6% | -0.8% | 3.5% | 1.6% | 2.0% | | Walmart reported net income of $3.80 billion ($1.09 Diluted EPS) for the second quarter ended Jul 31, a 6% increase from a year ago.
The demand for organic foods continues to be higher there than almost anywhere else in the United States. Five years ago, California accounted for 36% of organic sales in the United States, which was by far the most of any state. In 2015, California is still the leading produce in organic fruits and vegetables. The USDA claims that city-dwellers and those on the West Coast are the two demographics that are most likely to eat organic food (Billings, 2015). Finally, downswings in the economy as a whole may influence consumers to purchase more fiscally conservative products affecting TFM and WFM’s same-store sales and profit (Perkins, 2015).
From 2002 to 2006, Whole Foods’ management team decided to drive growth by opening 10 to 15 large stores in metropolitan areas each year. Their stores range from 40,000 square feet to 70,000 square feet which were on the same scale as larger supermarket chains. Due to the economic conditions that hit in 2008, the company had to scale back their new store openings. In order to keep opening new stores in profitable areas, management will have to research and target each new opening into areas where Whole Foods can offer their products to willing buyers. Keeping these stores located in larger metropolitan areas will reach more potential customers who are willing to pay the price for organic
Introduction Founded in 1980, Whole Foods Market (WFM) has evolved from a local supermarket for natural and health foods, into the world’s largest chain of natural and organic food supermarkets. As of 2010, Whole Foods operated in 278 stores in 38 U.S. states and the District of Columbia, 6 stores in Canada, and 5 stores in Great Britain. WFM does business by offering customers the highest quality, least processed, most flavorful naturally preserved and fresh foods available, and marketed them in appealing store environments that made shopping at WFM enjoyable. John Mackey, the company’s cofounder and CEO, vision was for WFM to become an international brand synonymous with carrying the highest quality natural and organic foods available and being the best food retailer in every community in which WFM stores were located. WFM mission, summarized in the slogan “Whole Foods, Whole People, Whole Planet,” extended well beyond food retailing.
However, Calyx & Corolla has only $10 million sales in a $9 billion industry. Its competitors range from traditional florists, FTD which includes 800-Flowers that is quickly increasing its market share and supermarkets which are trying to move upmarket. Furthermore, there are emerging companies such as Floral Gift Express and Stillwater who are trying to replicate Calyx & Corolla’s direct mail concept. This results in a highly competitive and fragmented market. Given that most of these existing players focus on holidays, occasions and events to provide flowers and delivery service, one recommendation for Calyx & Corolla is to drive growth through creation of regular / constant demand for flowers in its existing segments where it already has strong traction and brand awareness.
Food, Inc. Analysis Paper “Eating healthy” is becoming a vast concern in our society nowadays and it’s about dang time. Americans may not be in first place when it comes to something that matters, such as education or health care, but we take the cake for being the fattest country in the world. Why? Maybe it’s the oversized portions which have doubled within the last two decades or the notorious Big Mac sold at an affordable, friendly user price of $0.99.