Case Analysis of Rogers Chocolates
Key Issues
There are multiple issues facing Rogers’ Chocolates. Rogers’ has a dated value proposition. In order to expand they need to compromise the history behind the brand. The service tactics and packaging is old fashioned. The need for a different look was further backed by a consultant hired by Rogers’. Their current traditions may be well received in Victoria but they aren’t working to fully expand markets.
Rogers’ brand image was tarnished due to the import of raw materials from West Africa. West Africa was faced with issues of forced labor and child labor used in the production of cocoa beans. In Victoria, matters concerning the social and community environment were important to consumers. This poor brand image had forced some consumers to switch brands. Although one cannot make every consumer happy, it is best to keep an appealing imagine in the media.
The company had issues keeping track of demand, supply and the production of chocolate on an annual basis. This created issues with inventory. Production was also slowed, due to the daily setup and equipment. Production was one shift daily and it was very labor intensive. Rogers’ also had issues with demand forecasting as it was difficult to track due to seasonality of sales. Rogers’ product had a shelf life of 6 months but smaller wholesalers were selling expired products, another area where the supply to wholesalers should be tracked.
Another key issue with Rogers’ was the market they served. Since Rogers’ relied on serving a niche affluent segment of the market who sought luxury and supreme quality, they lost consumers. Their premium price point scared consumers and wholesale accounts away. The consumers of Rogers’ were also tourists who were steadily declining. Rogers’ Chocolates was also experiencing the decline in its foreign consumer base, as the ratio of tourists visiting Victoria had declined over the years.
Recommendations
Rogers’ Chocolates has to target the younger
There are multiple issues facing Rogers’ Chocolates. Rogers’ has a dated value proposition. In order to expand they need to compromise the history behind the brand. The service tactics and packaging is old fashioned. The need for a different look was further backed by a consultant hired by Rogers’. Their current traditions may be well received in Victoria but they aren’t working to fully expand markets.
Rogers’ brand image was tarnished due to the import of raw materials from West Africa. West Africa was faced with issues of forced labor and child labor used in the production of cocoa beans. In Victoria, matters concerning the social and community environment were important to consumers. This poor brand image had forced some consumers to switch brands. Although one cannot make every consumer happy, it is best to keep an appealing imagine in the media.
The company had issues keeping track of demand, supply and the production of chocolate on an annual basis. This created issues with inventory. Production was also slowed, due to the daily setup and equipment. Production was one shift daily and it was very labor intensive. Rogers’ also had issues with demand forecasting as it was difficult to track due to seasonality of sales. Rogers’ product had a shelf life of 6 months but smaller wholesalers were selling expired products, another area where the supply to wholesalers should be tracked.
Another key issue with Rogers’ was the market they served. Since Rogers’ relied on serving a niche affluent segment of the market who sought luxury and supreme quality, they lost consumers. Their premium price point scared consumers and wholesale accounts away. The consumers of Rogers’ were also tourists who were steadily declining. Rogers’ Chocolates was also experiencing the decline in its foreign consumer base, as the ratio of tourists visiting Victoria had declined over the years.
Recommendations
Rogers’ Chocolates has to target the younger