Superjuice Case Analysis
MD13-0005
Case Analysis: SuperJuice
I. Problem Statement * Facts of the Case
Luisa de la Cruz, CEO of SuperJuice * Worked her way up the corporate ladder for 15 years
SuperJuice - a Florida-based company that produces and markets juice drinks to high schools and restaurants throughout the Southeast * The most successful juice drink maker in the region for almost two decades * Established efficient sets of system both in the factory and at the headquarters * Managers focus on making high-quality products with minimum expenses * Most of the company’s 200 employees had joined the company right after graduating (high school or college) and liked how the company operated * Employees were always punctual, efficient, and rarely complained * Traditional and family-oriented organizational culture reflected values of its Cuban-born founder * A “calm and civilized place to work in the midst of a rapidly changing, chaotic world”
Problems faced by Luisa and by SuperJuice * Profits haven’t gone up in four straight years because new competitors continue to steal market share * One competing company was started by two former SuperJuice employees—ideas for new exotic drink mixes or marketing strategies were rejected by SuperJuice * Led to the development of these flavors with competing companies in other regions instead * Competitors set up drink carts at outdoor festivals and advertise with jingles that appeal to the youth * Luisa’s own 17-year-old son patronizes competitors’ products over SuperJuice * The company hasn’t been responding to changes in the environment * Example: Two employees started breaking the rules and wanted to introduce changes to the company * Odd hours, played rock music, decorated offices yet productive * Company saw the “misbehavior” of the two as something that may negatively impact the other
Case Analysis: SuperJuice
I. Problem Statement * Facts of the Case
Luisa de la Cruz, CEO of SuperJuice * Worked her way up the corporate ladder for 15 years
SuperJuice - a Florida-based company that produces and markets juice drinks to high schools and restaurants throughout the Southeast * The most successful juice drink maker in the region for almost two decades * Established efficient sets of system both in the factory and at the headquarters * Managers focus on making high-quality products with minimum expenses * Most of the company’s 200 employees had joined the company right after graduating (high school or college) and liked how the company operated * Employees were always punctual, efficient, and rarely complained * Traditional and family-oriented organizational culture reflected values of its Cuban-born founder * A “calm and civilized place to work in the midst of a rapidly changing, chaotic world”
Problems faced by Luisa and by SuperJuice * Profits haven’t gone up in four straight years because new competitors continue to steal market share * One competing company was started by two former SuperJuice employees—ideas for new exotic drink mixes or marketing strategies were rejected by SuperJuice * Led to the development of these flavors with competing companies in other regions instead * Competitors set up drink carts at outdoor festivals and advertise with jingles that appeal to the youth * Luisa’s own 17-year-old son patronizes competitors’ products over SuperJuice * The company hasn’t been responding to changes in the environment * Example: Two employees started breaking the rules and wanted to introduce changes to the company * Odd hours, played rock music, decorated offices yet productive * Company saw the “misbehavior” of the two as something that may negatively impact the other