Natureview Farm Case Study Report Background Natureview Farm‚ a Vermont-based organic yogurt manufacturer with annual revenues of 13 mln. USD and 24% of market share‚ is a major brand in the natural foods channel. Company’s leadership in this channel was achieved through its emphasis on natural ingredients‚ strong reputation for quality and great taste‚ creative marketing techniques and established relationships with leading natural foods retailers. Company now faces financial pressure to grow
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Natureview Farm Case Team 9 (Raf‚ Sarah‚ Lynn‚ Jake‚ Emily) Objective • Natureview Farm wants to increase their revenue by to $20 million by end of 2001‚ but they are not wanting do not want to drastically change the company’s vision with this the new sale’s strategy. Recommendation • Our team is choosing recommends option one #1 for Natureview Farm to proceed with. This option will expand distribution into supermarkets with the 6 SKUs of the 8-oz. product line. Strengths • By choosing this option
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Brandy Hammonds WRITE UP - THE FASHION CHANNEL Three segmentation/targeting options: 1. (Broad Appeal) * Targets Fashionistas‚ Planners & Shoppers‚ and Situationalists. * Large investment into marketing & campaigning. * Expected viewing of channel will go up & boost ratings 20%. * Drop in CPM 10%. * Might now deliver a different enough audience. * Fear of competition penetrating premium segments. 2. (Focus on Fashionistas) * Strong in (18-34) female demographic
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Natureview Farm Case – Executive Summary Objectives 1. Grow Natureview’s revenue to $20M by calendar year end 2001. 2. Position Natureview for acquisition and / or find a new investor. Our Solution With opportunities such as the one presented in the Natureview Farm case‚ executives and corporate leaders have a tendency to focus exclusively on the stated revenue objective. We believe that doing so is short sighted and will not best position Natureview for acquisition or additional
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Natureview case wrap -up At the core of the case is the question of whether Natureview should stay loyal to its current channel partners and accept the risk that the company might be limiting its long-term revenue potential. Alternatively‚ should Natureview enter a new channel that offers greater dollar revenue and profit potential‚ thus potentially alienating its current partners who helped get them where they are today‚ while stretching the organization beyond its current capabilities? In this
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Background Natureview Farm manufactures organic yogurt which it sells through natural food stores. Able to achieve steady profitability with the aid of strict financial controls and a VC capital infusion in the late nineties‚ the company now needs to grow revenues from $13M to $20M (54%) in less than two years to better position itself for alternative funding or possible acquisition. To solve this dilemma‚ senior management has narrowed their possible actions to three distinct options. Problem
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Natureview Farm Case Eric Ice Mktg 600 Nov 10th‚ 2013 Background Analysis Founded in 1989‚ Natureview Farm manufacturers and markets refrigerated cup yogurt under the Natureview Farm brand name. It just over 10 years‚ the company’s revenues have growth from $100‚000 in 1989 to over $13 million in 1999. In 1989‚ they entered the market with two 8oz flavors – vanilla and plain. Based on early success‚ they continued to launch new 8oz flavors with fruit on the bottom and by the year 2000
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Current Situation Natureview Farms needs to grow revenue from $13 million to $20 million before the end of 2001‚ which is 22 months away. The company must reach this goal to attract new capital investments after the venture capital firm cashes out its investment. While revenue growth is the
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Memorandum TO: Barry Landers‚ CEO FROM: Marlena McWilliams & Randolph Scrapper DATE: February 21‚ 2000 SUBJECT: Natureview Farm Key Issues or Problems Natureview is a natural organic Brand Name for yogurt. Since its inception it has relied on its uniqueness of taste‚ texture‚ long shelf life‚ and low cost marketing to grow to a 13 million dollar company. Currently it sells yogurt products only in the natural/organic food channels like Whole foods and Wild Oats‚ which in 1999 controlled
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HOW DO THE THREE OPTIONS COMPARE FINANCIALLY? YEARLY REVENUE‚ GROSS MARGIN‚ REQUIRED INVESTMENT AND PROFIT POTENTIAL. WHAT ARE THE STRATEGIC ADVANTAGES AND RISKS OF EACH OPTION? CHANNEL MANAGEMENT‚ CONFLICT ISSUES INVOLVED. The Problem Natureviews main problem is that they have to make strategic marketing decisions to grow revenues to $20‚000‚000 from their current $13‚000‚000 before the end of the 2001fiscal year. Channel Analyses Supermarket channel offers more potential for sales and revenue
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