The company is “slashing prices up to 40% with to keep them that way year round” (Heller). With the decreasing price, J.C Penney could reach its customers’ expectation and is hopeful to invent its new brands to its market. Meanwhile, the company set the “best price” every month to offer customers more predictable pricing. According to Johnson, “customers will love shopping when it is convenient for them, rather than when it is expedient for us” (Johnson). Johnson, who ever built the world’s most powerful brands – Apple, considered from the angle of its customers to build up a
Environmental Trend Analysis-Gatorade Xtremo By MBA 6110 Dr. Thomas Steinhager Thursday, January 21, 2010 Environmental Trend Analysis-Gatorade Xtremo 1 Abstract The product that I have selected for this project is Gatorade Xtremo. Gatorade launched Gatorade Xtremo, a new line of fruit-flavored drinks targeted to Hispanic athlete consumers in March of 2002. As labor and market populations diversify at astounding rates, attention to diversity is undoubtedly an important business concern. Companies such as PepsiCo, Johnson Controls, and Pfizer Pharmaceuticals (among many others) tout diversity management as being “a key to competitive advantage.” Yet, in many organizations, decision makers have yet to embrace diversity as a vital component of overall business strategy. Though considered “the right thing to do,” diversity strategy is not perceived as being a top priority regarding the success and profitability of these companies.
Steve Aghas MGMT E-100 Case Write-Up #2: Taco Bell Inc. Memorandum ___________________________________________________________________________ To: John Martin From: Steve Aghas Date: November 26, 2008 Subject: Ensuring Future Success for Taco Bell Inc. ____________________________________________________________________________ Summary To maintain future success and achieve its stated vision of growing to $25 billion in sales and 200,000 points of access (“POAs”), Taco Bell should: (i) continue its practice of getting feedbacks through surveys from customers; (ii) alter the compensation and non-monetary reward system for its team-managed units (“TMUs”), in addition to empowerment; (iii) continue to leverage PepsiCo’s experiences, networks, resources, and culture; (iv) continue to develop its technology and information infrastructure, and investing in innovations through its “restaurant of the future” program; and (v) continue to manage its frequent transformational and strategic changes so as to avoid frictions with its managers and TMUs. Analysis The following analysis further explains each of my recommendations above, including how each recommendation will help ensure that Taco Bell continues to evolve and maintains its success in the future: (i) Commitment to Customer Service: Taco Bell’s transformational changes started in 1987 with a study of what its “best customer wanted from a fast-food restaurant”. That study, followed by another study in 1989, lead the company to radically redefine its business and the introduction of earlier successful programs such as the K-Minus (which helped the company reduce its real estate expense and labor costs) and the Speed of Service (which helped the company increase its peak hour transaction capacity and reduced customer waiting times). Customer studies and
He believes that the premoney valuation of the company should be at least $10 million based on the potential profitability of the company and the successful efforts to date in lining up several key sponsorships with national retailers. You have been hired by Chapin as a consultant to advice on the valuation and how to negotiate with Biddle. Please use the following topics as a GUIDELINE ONLY: 1. How good an investment opportunity is Mindersoft? What are the key strengths and weaknesses of the opportunity and business plan?
The forecast horizon taken for RMAG assumes the development of their most economically lucrative product Human therapeutics (HG) takes “15 years to proceed from the lab to the drug store”. Big Sur forecast human therapeutics not to realise cash flows for 7 years due to FDA blockages resulting in growth of this product post 2005. It was assumed that a forecast to 2010 was required, as this would capture all cash flows from the two earlier released products, in addition to favourable market reaction when pharmaceutical cooperation was achieved. It was assumed that sales growth would remain constant from 2010 onwards due to the royalty agreements from HG and sales from established segments. RMAG as it stands is a high growth biotechnology/research start-up that is wholly equity funded.
Final Report February 23, 2013 Bizcon Team C Executive Summary In the next three years this strategic and marketing plan will be a guide to assist CanGo in increasing sales, decreasing costs, and targeting more new markets. Our focus is to meet the needs of our current and future customers. Currently according to ReportLinker, by 2015 the ecommerce market will generate somewhere from $700 billion to $950 billion. Our company would like to show CanGo how reorganizing the company including decreasing warehouse space and inventory, implementing a better technology support team, and updating software on servers will help CanGo become one of the leading e-commerce business in the world.
Corporate Actions We have successfully completed the initial set-up of our company and can now focus on achieving profitable operations and sustainable growth. Carpino Company proposes the following plan of action to achieve this goal. • A new manufacturing line will be introduced in the upcoming fiscal year to produce 80% of the company’s packaging and shipping supplies. This is expected to reduce cost of goods sold by 30% and operating expenses by 20%. • Negotiations with several of our supply chain partners are currently underway as part of our efforts to further reduce the cost of goods
Therefore, customer will be more confident with this brand and willing to buy more products from it.- 2 restaurants of McDonald’s are located in Ho Chi Minh, which is the most developed city in Vietnam with a high rate of income and consumption. Specificly, young adults and wealthy people are main groups for the brand to serve. (ThanhNien News 2013).- McDonald has a special discount and offering system for children. Therefore, it can easily attract parents with childrens.- McDonald's open its stores 24 hours a day, which can meet the needs of customers anytime. | Weaknesses- McDonald’s entered Vietnam's market later than other fastfood brands such as KFC, Loteria and Jollibee (Clark, A 2014).
Contents Introduction 2 PART A: 3 Neptune Gourmet business model 3 Strengths and weaknesses of the Neptune business philosophy 3 Opportunities and threats 4 Neptune vision statement 5 PART B 6 Consequences of launching a lower price brand 6 Neptune position in the next two years with only a single premium brand 7 Part C: 9 Radical change from premium products to value priced products 9 Brand extension strategies 10 Recommendations 10 References 12 Introduction Neptune Gourmet Seafood, North America's third-largest seafood producer. It has the intention of maintaining its premium image and is obsessed in investing in new technology in an effort to surpass its competitors from Peru, China and Japan. For that reason, the company has invested in a multi-millions state-of-the-art fishing boats equipped with modern technology of harvesting fish in an environmental friendly way and capable of preserving the catch for days before selling to the consumers. This has increased their market advantage and the company has been able to maintain its premium image. Unfortunately, the technology has resulted to an unpredicted increase in supply of the seafood and consequently their inventory of finished goods has shot up to sixty days supply which is twice the normal levels and close to three times a year ago.
To: Deere & Company Senior Management Team From: Robert Gerstenberger Date: November 15, 2010 Subject: Deere & Company Pricing Strategy for Launch of JD 750 This memo recommends a pricing strategy of pure parity for the launch of the JD 750 Bulldozer, one of Deere & Company’s most audacious ventures yet. Because this product launch addresses a market space in which Deere is not a dominant player, this strategy aims to provide incentives to industrial customers and existing Deere dealers to embrace a new technology. By launching this pricing scheme through an aggressive $300k promotional campaign, Deere & Company may expect to earn line profits of $45M, and establish itself as a major player in a new lucrative market segment. Background Deere has an established reputation for quality in the small crawler tractor market segment, and has built considerable brand loyalty among this purchasing group, along with more than 50% market share. Deere has not, however, enjoyed this significant level of share in the heavy construction industry and has never offered a product as large as the new JD 750.