Yes, Spriware has been successful in marketing its products in Canada. It sold all the units of refrigerators produced in the Canadian market, in the first year of operation with a market share of 10%. The main factor for its success is its marketing strategy, which they used in two ways. Firstly, they distributed their products to two of the selected large retail groups in the market by conducting proper market research. Secondly, the co-marketing activities carried out by Spriware and the retail groups proved effective for selling and distributing the products. Spriware took note of the primary target market and the pricing, by developing television and newspaper advertisements for the young middle class with average household income. Looking at the needs of the middle class families, the company kept the average retail price around $1500 as compared to other competitors with similar models priced around $1700. Spriware Inc spent $10 million for its marketing activities in the first year of operation. The given competitive five years after sales services and repair was an addition to their success. In spite of Spriware’s success in the market among the other nine manufacturers, the company saw a lower profit performance than the expected Return of Investment. Though Spriware had 10 percent market share in its first year of operation, it was not enough for the company’s sustainable growth. To increase their market share CEO Kenneth Weller considered cutting the cost of the refrigerators so that the company can capture a market share of 25 percent in near future. However, the prices of Spriware’s products were already competitive in the market and Weller feared that any further price cut would create a war…
A reason for why the product is the most important element of TAFC Ltd’s marketing mix is because the company has made sure that the quality of its products is their USP and due to this has enabled them to grow throughout the frozen foods market. This is because due to the high quality of their products, they have become increasingly popular. As a result of this it has increased the reputation of the business and has allowed TAFC Ltd to expand and also enter new markets, as it says in the case study that TAFC Ltd are opening in Manchester and supplying cruise liners. Therefore due to the product being TAFC Ltd’s USP it has been allowed them to expand into new markets and also increased their reputation.…
Neptune Gourmet Seafood is faced with the issue of increased supply in its market. The response action is very time sensitive as a failure to react may cause severe loss in brand perception. Though they have increased investments as of late to produce more and also maintain high quality products through their freezing technology, they still need to find a way to combat long-term supply issues. They should not threaten their high brand image through low cost maneuvers, as this is the key driver of their competitive advantage. The recommendation I propose is to partner with very well known supplement retailer GNC to begin exclusive production of fish oil. On top of that, Neptune should recommend to GNC in the partnership that they expand to the young and upcoming market of frozen healthy meal delivery. GNC can partner with a smaller company that has already established their healthy meal plans, such as MagicKitchen.com. Utilizing GNC’s distribution and marketing prowess, both Neptune and GNC will be able to sustain competitive advantages through high brand equity and first mover advantages in a small, yet poised to grow market. As the world starts to become more health conscious, it will be a huge competitive advantage to have already set up the correct infrastructure to tack this market.…
Four years ago, your company (a large multinational food manufacturer) successfully launched the Mangia brand: a line of refrigerated pasta and pasta sauces. As the Mangia brand manager for the US market, you have recently realized that the sales growth began to slow and that the pasta and sauce line is reaching maturity. In an effort to encourage further sales growth and build on the Mangia brand strength, your product team is contemplating extending the Mangia line by introducing a shelf-stabilized refrigerated pizza in the coming year. These types of refrigerated products have longer shelf lives (several weeks) compared to fresh foods (a few days) but shorter shelf lives than frozen foods (several months). Consumers tend to perceive refrigerated products as higher quality and better tasting than frozen ones. The Mangia pizza will be the first of its kind on the US market. The Mangia pizza will be available as a cheese-only pizza as consumers are expected to customize the pizza with their favorite toppings before baking it. The Mangia pizza is designed to 1) provide a “baked-from-scratch-like” experience without the long preparation time that true home-baking requires, and 2) provide a quality and convenient meal without the cost of ready-to-eat options such as delivery or restaurant takeout. Developmental product tests have confirmed that the company has the technical know-how and the available manufacturing capacity to produce the product.…
“Kudler Fine Food’s mission is to provide our customers the finest in selection foodstuffs, wine, and related needs in an unparalleled consumer environment” ( Apollo, 2012, Our Mission). The competitive strategies I recommend for Kudler Fine Foods is to strengthen the consumer’s satisfaction with customer service and product. The survey indicated that every year the consumer satisfaction has gone down. Kudlers need to concentrate on the consumer, such as the cost of goods being worth the money spent. With a satisfaction less than 50% it brings an opening for competitors in the market to come in with lower cost of product and better customer service to take them out of the game. Although Kudlers mission statement is respectable it need to be followed by action. With the attention brought back to the consumer as well as the cost of goods being worth the value, Kudlers could stay the dominating firm in the market and continue…
1.0 Introduction In 1934, Tom Carvel founded Carvel Corporation. It had one of the oldest and most endearing histories of all the ice cream companies in the U.S. Mr. Carvel used a combination of fresh ice cream and innovative products and manufacturing techniques to establish himself as the local, family-orientated ice cream parlor in the New York City area. In 1947, Mr. Carvel franchised his first store and proceeded to become one of the pioneers in fast food franchising. Throughout the 1960s and 70s, the gravely-voiced Mr. Carvel used his folksy and savvy style to dominate the greater New York area. By standardizing procedures and providing franchisees with exclusive product designs and marketing material, Mr. Carvel expanded all along the East Coast. By the early 1980s, there were over 800 Carvel stores in operation along the East Coast and in some Midwestern states. However, by the mid 1980s, the recession and the strain on Tom Carvel to manage his business began to take its effect on the franchise. Sales and quality control began to decline, and events forced Mr. Carvel to consider changes. In 1989, faced with diminishing sales and increasing store closures, Tom Carvel reluctantly sold his company to Investcorp, a Bahrainianbased investment-banking group. The Investcorp strategy centered on acquiring previously gainful companies whose profitability had diminished in recent years due to recession. By infusing new capital and bringing in a new management team headed by CEO Steve Fellingham, the former president of Kentucky Fried Chicken, Investcorp focused on growth and revamping Carvel’s listless image. Management was forced to walk a fine line between creating a new, vibrant image for Carvel and alienating longtime, loyal customers. Currently, Carvel Corporation’s mission statement is ‘Working together, we will make Carvel the leading choice for unique, quality frozen desserts by consistently exceeding customer expectations’. In 1994, Steve Fellingham…
The end vision of Kudler Fine Foods can be realized by the actions of a larger management team. Addressing the issues of inventory, reducing payroll, and location and geographic limitations by the larger management team would possible allow the company to grow. This turn would increase profits while capitalizing on a few of the current strengths of the organization, which are no direct competition, very customer orientated, and lots of valued customers (Apollo, 2008).…
LaTreat was the first “super premium” in the Paradise Foods’ history. As more and more new entrants enter the frozen specialties market, the competition has stiffened. The demand of LaTreat is getting saturation, so the market needs another new product, or the sales would be down sooner or later. The 18…
The America frozen pizza market is the largest in the world; the US pizza market represents 43% of the global market. The magnitude of this market therefore, increases the Americans spending on frozen and fresh pizza to about $39.8 billion each year. It was further confirmed through the Tyson Foods’ presentation at the national pizza conference that 33% of Americans consume frozen pizza at least once in every two weeks. There is no doubt that the busy schedules and the increasing demands in the modern day American family life has contributed to the huge spending in the frozen pizza category. The understanding of the frozen pizza market by the competitors further increases the competitive obsession among the players in the market. These major brands are all spending a lot on promotional campaigns so as to stay at the top of the competition. The top ten names within the frozen pizza category are: Digiorno, Freschetta, Tony’s, Red Baron, Tombstone, Bagel Bites, Totino’s, California kitchen, Stouffer’s and Mystic Pizza.…
In order to maintain and continue keep moving any company forward there are three key things, such as analyzing, planning, and making the necessary changes. The food industry is one that can be challenging and unpredictable. The operating store Kudler Fine Foods open in 1988, but since then has experienced some setbacks, which are limited expansion, high wages in specialty positions, and a surprisingly slow operation at the Del Mar location. Maximizing profitability is the goal of any organization, but there are some factors that will assist with that, such as the company’s strategic plan, marketing overview, and market survey are all vital information that must be reviewed to determine if possible adjustments will make a difference.…
1. In the absence of specific authority from Congress, a state cannot, by its legislation, destroy the right of the U.S..…
Dippin’ dots, the company operates in a highly competitive ice cream market, one which is characterised by so many rivals producing very similar products, with big names like Nestle of Switzerland and Unilever PLC of London and Rotterdam. But dippin’ dots, however, has managed to differentiate their products distinctively from what is being offered in the market. Its method of production highly favours mass production and storage in volumes of the ice cream which, on one hand, serves as competitive advantage as they get to enjoy both economies of scale and economies of scope within the industry but on the other hand may be a threat as the majority of their clientele buys and consumes ice cream in small quantities at a…
‘Moshladokombinat N8’ was established in 1937 by the Soviet Government and operated on the outskirts of Moscow. Some 55 years later, the company was privatised and rechristened “Ice Fili”. Anatoliy Shamanov, an expert in the technical processes essential in the frozen food industry, joined the company in 1968. After six years of service he decided to further his expertise serving in a variety of other roles elsewhere in the frozen foods industry. He later retuned as CEO in 1988 and was inspirational in leading the company through the vast changes that ensued.…
The two main reasons that explained the emerged of specialized intermediaries are the maturity of the market and the specialization. With the industry matured, the barriers to entry are low because the amount of capital to enter is lower, so the specialized intermediaries emerge to offer services to manage the various functions in frozen food retail. As the cost structure decreased, new companies go to this market to specialize in one product to reduce cost. The size of these new entrants led to emergence of these market intermediaries to provide cost synergies.…
The write-up is limited to a maximum of three and a half (3.5) single-spaced pages…