Case Questions 1. What is J. M. Smucker Company’s corporate strategy? What common strategy elements are shared across its brands? Did it make sense for Smucker to expand its business lineup beyond jams, jellies, and preserves? Why or why not?
The presentation must provide specifics on your recommended technology upgrades and your rationale behind them. The presentation must also address the following questions from Poppler’s management: How are POS, SKU, and RFID related, and what components should be integrated into the business? Will POS systems improve the efficiency of the business when compared with existing systems, why or why not? What customer tracking systems are available? Which tracking system would work best for Poppler’s and why?
Quality control tools are used to develop products and services that meet or excess customer’s needs, requirements, and satisfactions. Quality control tools are also used to make improvements within a company and used to raise profits and cut costs. Improving efficiency and improving quality is also another function of quality control tools. Some quality control methods include total quality management, kaizen, just in time systems, and process reengineering. Kudler Fine Foods can use concepts from total quality management and kaizen to ensure the effectiveness of the operation.
The company’s core philosophy of growth is to drive growth through innovation. | Kellogg has a strong focus on strengthening its brands through advertising and consumer promotion. | 5. SWOT analysis (Kellogg Company, 2012) Strengths | Weaknesses | “Strong brand portfolio aided by appropriate investments on brand building” | “Frequent product recalls could hamper brand image” | “Focus on product innovation helps to retain customers and improves the product mix” | “Geographic and customer concentrationcould impact sales during tough economicconditions” | Opportunities | Threats | “Acquisition of Pringles to offer platform forproduct and geographic expansion” | “Increasing private label penetration could impact the company’s volume sales during economic uncertainties” | “Emerging health consciousness would drivethe demand of the company's products” | “Intense competition and changing global retail scenario” | “Local focus to drive sales in developing and emerging markets” | “Declining world cereal production could tighten raw material supplies”
The Global Branding of Stella Artois Multinational Business Policy - Case Study Connor Welsh 5673719 / ADM 4318 M / 01-28-2013 EXECUTIVE SUMMARY THE GLOBAL BRANDING OF STELLA ARTOIS This report is in response to the case “The Global Branding of Stella Artois” found through the Harvard Business Review. The case study looks at decisions that will be made by Paul Cooke, chief marketing officer of Interbrew, in the development for a globalization strategy of the organization’s flagship brand Stella Artois starting in the year 2000. Primary Problem The primary problem for Interbrew is to ensure the continued success that was achieved in the global branding of their flagship brand, Stella Artois, during the years 1998-2000 in both growing and mature markets. Interbrew has already begun to create the foundation of key components for the future long-range plan during 2000-2002. In addition, as Interbrew attempts to solidify a concrete plan of action for the future developments of their global branding, a number of important inter-related issues will need to be addressed.
Case Questions: 1. How do information systems projects get started in organizations? Information System projects start with a request which describes problems or desired changes in an information system or a business process. The request might propose enhancements for an existing system, the correction of problems, the replacement of an older system, or the development of an entirely new information system that is needed to support a company’s current and future business needs. In the Petrie Electronics a request from the executive team has decided that the number one priority is to not only survive but to thrive and prosper by developing closer relationships with their customers.
2) What are the best practices in retail and how does ME compare with it? 3) Evaluate the relative sustainability of players in the retail industry. Is there a causal linkage or relation between the ‘size’ and ‘generic strategy’ and ‘sustainability’ of a retailer? 4) How can ME distinguish itself from Fabindia and should it even try to do so? Growth & Sustainability: 1) What should the company do to be able to scale up while maintaining its social ethos as the
| Ice-Fili Case study | Strategic Marketing MBA 2014-2016 – Arie Barendregt | | Arthur Lepelaar | 10th of November 2014 | | Introduction Ice Fili is an ice cream manufacturing company establish in Russia. The company faces challenges such as maintaining market share over foreign competitors or regional producers. Next to this the question is how to attract new talent to thrive in an open market economy. Throughout this paper you will be guided through Ice Fili’s current internal situation and external opportunities and threats in the market by using various strategic models. Out of the combined information a number of strategies will be highlighted with a final recommendation and contingency plan.
This paper will propose the new KFF strategic plan (Kudler Fine Foods Scenario, 2007). Kudler Fine Foods Mission Statement Stone (1996) explains that a mission statement should provide the company a direction, a focus, and unity. The KFF mission statement needs a revision to reflect the current direction and focus of the company. The proposed new KFF mission statement is as follows: Kudler Fine Foods is committed to expanding the company by opening new stores in ideal locations while continuing to provide the very best fresh foods and fine wines at affordable prices with friendly expert service to the
This is so any extra funds that are accumulated can go towards a new marketing strategy so that customers may be rewarded for being loyal to Kudler Fine Foods. A second action plan that may be needed to increase revenue is to increase the efficiency program. Here is where Yvonne Reynolds along with the inventory manger will have to find out how to decrease the amount of food that is being kept therefore; the company can save funds to create better and improved marketing strategies Lateral Collaboration and Vertical Collaboration Kudler’s management team has worked to develop a plan for transforming the stores and its employees to align with the mission and vision statements. The purpose of this strategic direction is to clearly state the major areas of focus for the organization. In order to achieve its objectives it is of utmost importance that Kudler have reliable lateral and vertical collaboration.