Calyx & Corolla Case Report Introduction Calyx & Corolla was a new entrant into the $8 billion flower industry in the United States in 1991. Through the use of overnight air freight (Fed Ex)‚ information technology‚ an 800 number‚ and a catalog‚ Calyx & Corolla was able to bypass three layers of distribution and provide fresh flowers directly from growers to consumers. As a result of their efficient distribution system‚ Calyx and Corolla changed the way flowers were distributed to consumers
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the quality of flowers required‚ and level of service required to cater to the respective market. Calyx & Corolla‚ with its exclusive contracts with thirty quality flower suppliers and delivery with FedEx‚ is uniquely positioned to cater to “flowers for regular décor” segment by providing high levels of quality and service for a customer who plans their purchases in advance. Refer to Exhibit 1. Calyx & Corolla should increase sales in its continuity program by x% over the next x years through
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distribution channels of producer to local distrbutor to retailer. Calyx & Corolla linked consumers and growers directly via Federal Express. Reduced substantially the amount of time it took for flowers to be delivered. Owades wanted only ‘the best growers’ and in Federal Express ‘the number one air carrier’. Owades built a strong partnership between these three groups. Communication between growers and Calyx was strong. Calyx sent demand forecasts while growers provided information about insufficient
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Making sustainability profitable There is a clear aim of this article ‚which is showing to the readers that if we increase sustainability of a company‚ no matter if it is or without the intention of contributing to a better environment‚ could be somehow combined with increasing the bottom line of a company. In the article there were given six examples of companies that contributed to the environment while increasing their finances. The authors mainly focused on the fact that when increasing sustainability
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Universitat Pompeu Fabra Barcelona School of Management Master of Science in Management CALYX & COROLLA Study Case for Practical Session October – 2012 Background history Calyx & Corolla is a company that sells fresh flowers by mail‚ which was founded in 1988 by Ruth Owades. She had 18 investors who had provided her $2 million in capital to launch the company. By 1990‚ they raised $10 million in sales. The major point of success behind the company was that they have changed the way
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how big or small‚ make a major impact on a work of art. Details keep the viewer’s attention longer for them to be able to appreciate the piece even more. The way artists use these techniques is their way of expressing a story or idea. The Terracotta calyx-krater‚ currently on display at the Metropolitan Art Museum‚ is a perfect example of how detail goes a long way in any art form. With this krater‚ although huge in size‚ only the most ambitious craftsmen would take it upon themselves to decorate ()
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------------------------------------------------- Research In Motion: Managing Explosive Growth Case Facts Research In Motion Ltd. (RIM) * RIM was a world leader in the mobile communications market. RIM designed‚ manufactured‚ and marketed the very popular line of BlackBerry products that had recently reached 14 million subscribers worldwide and had just over $6 billion in revenue. * RIM generated revenue through the “complete BlackBerry wireless solution‚” which included wireless device
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strength of the Calyx & Corolla formula is that they enhance the delivering speed so that customers get fresher flowers. Also‚ it lowers the cost of delivery from growers to C & C‚ from wholesellers to retailers‚ and from retailers to customers. But there are also problems in the formula. For example‚ it is hard to control the quality of the products. C & C has to monitor the growers and Fed‚ and spend extra money to maintain the high quality of the products. 2. Calyx & Corolla
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Ray Anderson‚ CEO of the company has had tremendous impact on the greening of energy. The move was not favorable by his colleagues in the first place‚ but it turned out to be very profitable that other companies follow. A saving of $400 million a year would certainly open one eyes on how going green is really a profitable shift. In general‚ the article focuses on going green through cost saving from energy consumption. It does not include green energy in the form of natural anaerobic digestion‚ geothermal
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What are the pros and cons of HSBC’s “Managing for Growth” strategy? The HSBC managing for growth strategy is a plan that provides HSBC with a blueprint for growth and development. The key point of the strategy was to build on HSBC’s strengths and address it’s weaknesses. HSBC plans to deliver its strategy for growth by focusing on enhancing HSBC’s revenue generation culture‚ further developing its brand managing costs strategically ‚ maintaining a prudent credit/market risk stance and investing
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