tiding over the temporary crisis. Following are strategic growth opportunities that can be unlocked with a mass market brand. It is however imperative that Neptune opts for a differentiated business model for the mass segment to mitigate any cannibalization threats from its current core business. Growing the seafood category Ironically‚ the vision of the company’s founder was to "sell some of the fish so low so that more people would eat sea food" . As the company grew bigger‚ it set a narrower
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Eastman Kodak Company: Funtime Film Case Analysis Group-5 PGP-RAK‚ 2012-14 PARTICIPANT Ankur Sinha Ishant Singal Prakhar Rathee Sambhav Jain Vikram Singh Shekhawat ROLL NUMBER 2012PGPRAK013 2012PGPRAK023 2012PGPRAK031 2012PGPRAK036 2012PGPRAK039 Situational Analysis Company Eastman Kodak is currently the market leader in the photo film market. The company has continued its domination of the photo film market‚ but in the past 5 years its market share has eased from 76% to 70%. Reason mainly
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Santhosh Varadarajan Brannigan Foods March 12‚ 2015 Problem Brannigan Foods soup division general manager Bert Clark was in charge of bringing their company out their recent decline. The company had seen steady decline in division sales‚ market share‚ and profitability over the last three years. He was in charge of moving their division’s growth back up to 3-4% per year and his team had come up with four different plans for doing this. It was Bert’s responsibility to review the benefits and costs
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Executive Summary Unilever is assessing whether to enter the low-income NE market. Our analysis shows that there is a profitable opportunity to offer detergent powder to low-income customers living in Northeast Brazil and capture market share in a high-margin‚ high-growth market. We recommend that the firm keeps the existing brands but deploy a horizontal extension of the Campeiro brand - adding better scent / softness and utilizing specialty distribution network‚ thereby marginalizing Invicto
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Eastman Kodak – Case Analysis Problem The problem in this case is concerned with Eastman Kodak losing its market share in film products to lower-priced economy brands. Over the last five years‚ in addition to being brand-aware‚ customers have also become price-conscious. This has resulted in the fast paced growth of lower priced segments in which Kodak has no presence. Kodak plans to address this issue by introducing a new brand‚ “Funtime” in the economy brand segment. Kodak also proposes to replace
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player in health and beauty industry is faced with an intriguing question of how to best position the new product so as to have a right market fit. There are several factors which would play an important role in the making the right decision like cannibalization effect on the company’s current product line‚ rapid technological advancement in the non disposable razor industry‚ marketing mix‚ budget constraints and market competition. However‚ making the right decision is not the only issue here‚ coming
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four main areas of concern in order to calculate the feasibility of this Merseyside Project: * The cost of GBP2 million for the purchase of new rolling stock being allocated to the Transport Division or to the Merseyside project. * The cannibalization affect on Rotterdam sales looking at both Sales and Marketing Department views. * The modernisation of the ethylene-propylene-copolymer rubber (EPC) production line at a cost of GBP1 million. * The correct use of inflation with regards
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production line at the Merseyside Plant. The project has been proposed to improve the product output of Diamond Chemicals’ Merseyside factory. However‚ recently‚ different departments have mentioned problems such as capital expenditure‚ marketing cannibalization‚ discount rate etc. Diamond Chemicals needs to take all these suggestions into consideration. Based on that they have to decide if they should carry out this project or not. Assumptions: Preliminary engineering costs: We have decided not
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Frito-Lay‚ Inc. Sun Chips Multigrain Snacks Ryan Brogan‚ John Campanioni‚ Patrick Hildebrandt‚ Tracy Lai‚ Ashlea Morrell‚ and Kate Piskorowski Snack Chip Category $37 billion in snack food retail sales- 5% increase from 1989 Snack chip retail sales of $9.8 billion (26.7% of snack food sales)-also 5% increase Growth in snack chip category comes from increased per capita consumption In 1990 consumption was 14 pounds per person Three types of competitors National brand firms
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This would be more aimed at a demographic segmentation because the price is a bit more due to it reflecting an energy drink and it is more focused on an ethnicity. 2). Analysts are right that cannibalization will take place and soft drink companies should bring in new customers to avoid cannibalization. The problem is for Coke the soft drinks are already on the market and they should have
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