2. What downside might there be with offshore outsourcing production of the PYREX product line to overseas suppliers? Answer: * No foreign plant can offer sufficient capacity to product all Pyrex line. Multiple vendors would cause extra management difficulty and supply chain complexity. * It is more difficult to maintain consistent product quality, which may lower the customer satisfaction and sabotage the brand image.
Reasons & Advantages The existing structure was increasing competition between Roche and Genentech as the product of the two companies were coming in direct competition with each other in multiple markets especially in US The existing ownership and operating model gave Roche little opportunities to address the increasing the overlap and duplication between these two firms (for example R&D work) The product licensing agreement between Roche and Genentech was set to expire in 2015. With the expiry of this agreement Roche will lose the right to develop and commercialize products of Roche which were major source of revenue for Roche After the expiry of the licensing agreement of product licensing agreement between Roche and Genentech a new arm’s length agreement would have to be negotiated where the product pipeline could be sold to the highest bidder Due to existing shareholding structure, in order to protect the rights of minority shareholders, Roche could not get access to intellectual property of Genentech High growth of biotechnology sector Not much innovation in Pharma sector which was leading to acquisition by larger companies leading to consolidation of industry Acquisition of Genentech will help Roche generate cost synergies of 60% of $750-850 Million by cutting costs and streamlining Genentech had large chunk of Cash ($ 9.5 Billion) which Roche could not access to ownership structure. The acquisition will provide a Roche access to this cash. Risks Possibility of Genentech’s scientists leaving the company due to the fear of loss of independence and entrepreneurial spirit of Genentech after acquisition by Roche Threat of potential intellectual property going out
The energy beverage companies are targeting same group of people as Red Bull and it is hard to make significant increase in profit. To make more profit companies should target diverse types of consumers to differentiate your company from the other companies in the same branch. The heavy consumers of energy beverages are consist of males between 12 and 34 ages. In this market is high brand loyalty which means that average consumer is limiting his/her choice to only 1.4 different brands. The convenience stores and supermarkets are the dominant off-premise retail channels for energy beverages.
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.
Sour Grape Ice Cream: Case Study 8.1 Grantham University BA 430 Intro to Quality Management Instructor: Benjamin Brink February 24, 2015 Abstract The Quality Ice Cream Company is having issues with the quality of the new flavor that they introduced called Sour Grape Ice Cream. The batches are not consistent and have to be discarded. The company needs assistance with analyzing all of the data that they have collected. The fluctuations in the taste, consistency, and color are causing batches to be discarded creating the failure to meet the demand of the consumer. Identifying and solving the issue with research, planning, and implementation will resolve the company failing to meet the demands of the consumer.
Explain. Answer: The strategically relevant components of the global and U.S. beverage industry macro-environment are: Global beverage companies such as Coca Cola and PepsiCo have relied on alternative beverages to sustain in volume growth in mature markets where consumers were reducing their consumption of carbonated soft drinks. Coca-Cola, PepsiCo, and other beverage companies have made various attempts at increasing the size of the market for alternative beverages by extending existing product lines and developing altogether new products internationally. The primary concern of most producers of alternative beverages was how to best improve their competitive standing in the market place. The global beverage industry was projected to grow from $1.58 trillion in 2009 to nearly $1.78 trillion in 2014.
Starbucks long term goal is 15,000 US stores and 30,000 stores globally and to earn a good amount of revenue of 20 to 25% from them. Starbucks has an even “glitzier” goal which takes it beyond its coffee roots and in helping define society’s popular culture menu. Starbucks is considered as the most dynamic retail brand. It has been able to become a “Global Brand Leader” by reinventing the coffee experience. Starbucks gave US the “Café life” which didn’t existed before.
This portfolio restructuring initiative was geared to acquire powerful and emerging brands which would bolster PepsiCo’s profits and dominance within the market. The company during this period acquired major brands such as Tropicana, Cracker Jack, SoBe teas, Quaker Oats, etc. This restructuring enabled the company to record annual increases in revenues by 7% and net income of 12% for the period 1998 - 2007. This lead the company in 2007 to devise strategies aimed at sustaining and improving this favorable performance and to combat challenges such as low international profit, changing consumer preference, value chain efficiency and fierce competition. SWOT Analysis Strengths 1.)
• Compare to international market, North American consume coffee out of home averagely higher than most of the countries. The values Starbucks provides to its customers are: • Starbucks gives customers a central point to relax, read books and meet friends • It became a gathering place for neighbors • Starbucks being as a third place away from home and work for friends circles and co-workers teams • An experience of uplifted, pleasant and diverse for customers to spent time 2. Starbucks market entry strategy were generally joint ventures and licensing agreements. • From Austria to Taiwan, Starbucks connected locally with best possible partners as joint ventures and they set forward basic strategies expectation from its possible partners. Such as financial solvency, knowledge of local market conditions, prior retail experience, and creative ability.
The market is growing at the rate of 5% approximately from 2007-10. Every player in this market is planning to increase the advertising media expenditure which translates to say that the market is being tapped to its full potential. Also, distribution outlets are responding to the increasing demand by increasing the shelf space. To cater to this increasing demand, 22 new stock keeping units were introduced between 2008 and 2009. Initially, the distribution of non-disposable razors was limited to traditional food and drug stores.