Rogers' Chocolates in 2007

Problem Statement Rogers’ Chocolates is not using its core competency of strong retail sales ability and its distinctive competency of producing a wide variety of high-quality, hand-wrapped chocolates to attract a sufficient market niche of worldwide tourists and high-income, middle-aged couples that are mainly empty nested or child-free, so that they can maximize their market share and profit volumes in a rapidly growing market in which globalization, product innovation toward a more health-conscious product, and growing buyer preferences are major driving forces. Their tremendous ability in retail sales, in which their 11 stores accounted for 50% of total sales, and financial leverage have not been utilized to expand Rogers’ to profit and market potentials due to a major focus on wholesale accounts. It was stated that wholesale accounts rendered lower profit margins than retail sales, yet the company would ship inventory back to the factory from retail stores to fill back orders and completely goes against the company’s goal of doubling or tripling the company within 10 years.

Generate Alternatives
1. Since retail sale of liquor is a monopoly in Canada, it could be a good idea to form strategic alliance with liquor (wine) retailers and sell throughout Canada as these high-end products go well together. This would be achieved by creating a manufacturing facility in northern Ontario to help distribute products. This would create jobs in northern Ontario, thus improving corporate image. As the industry is moving more toward attracting a larger national and/or global market, this solution would allow Rogers’ to get their product to more locations across Canada while not having to spend extreme amounts of capital.
2. Create vigorous online-marketing strategies to escalate global interest. As the Baby-boomer target market is aging and will eventually become obsolete, these strategies should focus on their existing target market as well as try to build

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