Class- or Mass?: Case QuestionsNeptune Gourmet is facing the problem of an inventory pileup. The company needs a way to sell the excess inventory. At the same time many new ships were purchased and expected to operate‚ which increases supply. Rita Sanchez proposes a cut in prices of the product by fifty percent. This price cut poses a problem due to the fact the Neptune Seafood is a premium product and usually sells for a higher price than the competition. In order to maintain the premium product
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Shuman Zheng 10/21/2014 MGMT 430 Case Analysis: Class or Mass A. Executive Summary: The North America’s third - largest seafood producer Neptune Gourmet Seafood is known for the brand reputation‚ premium product and quality they served in the high-end seafood industry. Recently they are facing the challenge of inventory pileup in a short period of time due to the investment in state-of-the-art freezer trawlers‚ along with new fishing regulations. Whether cutting the current price by around 50% to
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Class – or Mass Case Study A. Executive Summary Neptune Gourmet Seafood‚ North America’s third-largest seafood producer’s inventory had shot up to 60 days’ supply – twice the normal level and three times what it had been a year ago. The problem with excess inventory can cause numerous deficiencies such as tight up of cash and loss of margins. During an executive meeting of Neptune’s top management‚ each executive has a different opinion in presenting a strategic solution. My recommendation is
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Should Neptune launch a mass-market brand? Excerpted from HBR Case Studies: Class — or Mass?‚ by Idalene F. Kesner & Rockney Walters. Reprinted with permission from Harvard Business Press. All Rights Reserved. Should Neptune launch a mass market brand? Here’s the case of an organization reassessing its strategic priorities when faced with working capital pressures due to capacity being higher than demand‚ and this has led to a reassessment of its growth strategy . Neptune is under
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Class – or Mass? A. Executive Summary: Neptune Gourmet Seafood is currently struggling with what appears to be a temporary problem of excess inventory. A combination of new coastline regulations and an investment in new fishing vessel technology and freezer trawlers has increased their average catch size while demand in the current segment has not grown as quickly. The Neptune management team is faced with a decision of how to clear out its excess inventory that is not moving fast enough under
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Class or Mass Mini Case Analysis’. ‘Neptune Gourmet Seafood’ is worth $820 million‚ is the third-largest North American seafood producer and is believed to be the most up market player in the $20 Billion seafood industry. Neptune has done everything in terms of their quality and technology for improved‚ efficient & sustainable production. Therefore‚ living up to their tagline‚ ‘The Best Seafood on the Water Planet’. In spite of having the best quality produce and substantial market share‚ the
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decision process. In doing so we will define the problem‚ look at the decision dimensions‚ provide analysis of the supply and demand drivers as well as elasticities most relevant in the case‚ look at industry structure and concentration‚ and look at expectations of equilibriums and game theory as the future plays out. From this we can draw a conclusion and recommendation. Class or Mass Case Study The fish market is a 20 billion dollar industry (Kesner & Walters‚ 2005‚ para. 5) and one company
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Executive Summary 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
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A.D. Machuca Reprint R0411G This document is authorized for use only in PGDM / Operations and Supply Chain Management by Dr. Sourabh Bhattacharya at Institute of Management Technology‚ Hyderabad (IMT‚HYD) from November 2013 to March 2014. HBR Spotlight The 21st Century Supply Chain COPYRIGHT © 2004 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Managing the modern supply chain is a job that involves specialists in manufacturing‚ purchasing‚ and distribution
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HBR Case Study BY EDWARD E. LAWLER III COMMENTARY BY ANNA PRINGLE‚ F. LEIGH BRANHAM‚ JIM CORNELIUS‚ AND JEAN MARTIN Why Are We Losing All Our Good People? Sambian Partners has prided itself on being a great place to work‚ but now talented employees are leaving. What’s going on? MARY DONILLO‚ the head of human resources at Sambian Partners‚ motioned Tom Forsythe‚ Sambian’s assistant director of commercial design‚ to a comfortable chair in her office. It was late on a Thursday afternoon‚ and the
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