I. Current Strategic Profile Frog’s Leap Winery’s mission is to produce high quality organic wine in a sustainable and green-friendly environment to a large portfolio of customers including resellers and consumers. Frog’s Leap’s objectives consist of implementing continuous growth through sustainability initiatives while maintaining the same levels of production outputs. The corporate strategy relies on weighing every decision by its social and ecological costs and benefits. From 1999 to 2010, Frog’s Leap recognized ample growth due in large part to the purchase of additional vineyards which resulted in an increase of wine case production of 59,000 to 62,000 cases.
The total amount of machines on-hand seemed appropriate for production, but the number designated to each product was altered since more units were being produced of C_Fad. Automation for Cake and C_Fad were left at 4.0 and 3.0, respectively. Under fiscal policies, since the cash was available, $2 of dividends was paid out and $3,000,000 of bonds was retired. Given that a new product was coming out this year, it seemed necessary to require 10 hours of training per employee per year to keep everyone up-to-date on the products. Lastly, as part of the company’s Total Quality Management strategy, $1,000,000 was put toward Channel Support, and an additional $1,000,000 was put toward CCE and Six Sigma
Case #9: HORNIMAN HORTICULTURE Synopsis and Objectives This case captures the problems concerning cash flow and working-capital management typical of small, growing businesses. At the end of 2005, Bob and Maggie Brown have completed their third year of operating Horniman Horticulture, a $1-million-revenue woody-shrub nursery in central Virginia. While experiencing booming demand and improving margins, the Browns are puzzled by their plummeting cash balance. The case highlights the difference between cash flow and accounting profits, as well as the common negative effects of growth on cash flow. It also provides a forum for instilling appreciation for the relevance of free cash flow to business owners and managers, introducing financial-ratio analysis, developing the concept of the cash cycle and working-capital management, and motivating the use of financial models.
Running head: KUDLER FINE FOODS NEEDS ADVERTISING Why Kudler Fine Foods Needs a Solid Advertising Strategy Kudler Fine Foods’ Situation In the case of Kudler Fine Foods, Kathy puts out a flyer that is inserted in the local La Jolla Village News, the North County Times and the Gay and Lesbian times during the peak times during the year. Her peak sales are around Easter and between October and New Years. Throughout the rest of the year she only prints a monthly flyer in the newspapers. Kathy also occasionally advertises in local printed materials that appeal to the upper class. With this limited amount of advertising, Kathy is not driving enough customers into her stores because people may not be aware that her company is in business.
Kudler Fine Foods Team A Peter Calhoun BSA 375 March 10, 2012 Joseph Duer Abstract Kudler Fine Foods is a rapidly growing company. Kudler specializes in supplying the finest quality goods. Kudler’s customer base is continuing to grow and the company would like to create a program to reward the customers with loyalty points. With proper design and planning this can be achieved. Kudler Fine Foods Service Request Kudler Fine Foods (KFF) has requested a frequent shopper program be developed and put in place.
Kudler Fine Foods Frequent Shopper Program Team E Gio Smith University of Phoenix Management Information Systems CIS 205 Sue Julin July 7, 2011 Kudler Fine Foods Frequent Shopper Program Abstract Kudler Fine Foods has identified the need to track the purchases of customers. To do this they are preparing to launch a Frequent Shopper Program. This program will award points to customers to redeem for gifts and other services. To accomplish this, it is crucial to understand the history and make up of Kudler Fine Foods. The background of the company will reveal that they have experienced significant growth and are in need of expanding services.
Kudler Fine Foods Product Launch Plan Kudler Fine Foods Product Launch Plan Kudler Fine Foods provides gourmet fare to the San Diego area of California. After realizing continuous revenue increases since 1998, expansion efforts to Mexico and Spain include a new product line offering of gourmet flavored vinegars. Initial market research and competition research provided information that these areas were ignored in the gourmet food market. A wide range of market research determines success or failure when entering an unexplored market with a new product. For example, choosing the appropriate target market and communications mix when entering the gourmet market of these countries is vital to success.
1. increasing market share —to expand business in the metropolitan area so that small to medium package deliveries market share increases by 7.5% 2. expanding product offering—todevelop an integrated approach to distribution management utilizing technology such as PDA devices and GPS 3. Improving employee engagement — to develop and maintain a cohesive and well-motivated workforce. Strategic goals are supported by the following operational and human resources goals. Operational plan goals: * 1.Testing of the distribution management system is to cease and allow implementation within the first quarter of the 2012 financial year. * * 2.The truck fleet will need to be expanded by 8 trucks within the 2012 financial year.
The food companies use these additives in their product to enhance the flavor of their products, making them more desirable. These scientists also used this technology to produce coloring additives to enhance the color of the food, using research that showed that looks were as important to consumers as taste. According to Schlosser, “About ninety percent of money that Americans spend on food is used to buy processed foods.” The American flavor industry produces roughly ten thousand new processed food products each year, with annual revenues of $1.4 billion. While most of the new products will fail, the ones that survive have distinct flavors created by a “flavorist” in a
The major quality that Wal-Mart possesses is its ability to adapt and change according to the needs of its customers while striving to keep prices of goods and services low. With annual sales of about $300 billion, around 68% of the sales come from Wal-Mart Stores, 19% from its international operations, and 13% from its Sam’s Club. Wal-Mart’s annual profits are about $10 billion and they have a market value of over $250 with assets worth over $105 billion (Mujtaba & Maxwell, 2011). This success has hurt many competitors in the process but their success is an example that many manufacturers and businesses should use as a case study to perfect their own inventorial