mid-eighties Frito-Lay’s Dips had become a highly profitable product line with sales of $30 million in 1981, growing to $87 million in 1985. In late 1986, Marketing Director Ben Ball, and Product Manager Ann Mirabito had completed the planning review for the Frito-Lay line of dips. A major issue at the planning meeting was where, and how, to further develop Frito-Lay’s Dips. Two divergent viewpoints developed; that the dip line should be more aggressively promoted in its market segment, and that Frito-Lay
Recommendation: It is recommended that Frito-Lay’s (FLD) aggressively promote its current line of shelf-stable, “chip dip” products and should not enter the “vegetable dip” market until a future date. Problem Statement: Should Frito-Lay’s, the sales leader in the shelf-stable dip category, take an aggressive approach promoting its “chip dips”, or pursue the vegetable dip category? Facts: Market Conditions: FLD’s 1985 market share was 32.7% with sales of $135 million in that year. Total
Frito Lay Company – Cracker Jack Case Analysis Carl James MBA:Marketing Strategy September 19, 2014 Frito Lay Company- Cracker Jack Case Analysis Case Recap Frito Lay, a division of PepsiCo Inc, has just purchased the Cracker Jack brand from Borden Inc. The company is a worldwide leader in the manufacturing and marketing of snacks, with products such as Ruffles Potato Chips, Fritos Corn Chips and Doritos found among its product mix. These well known company brands have seen it capture over
Organizational Culture and Globalization Stanley Brett Yunker Davenport University MGMT 735 Professor Andrew Makar October 18th, 2010 Case Recap Superior Supermarkets (SS) is a division of Hall Consolidated, a privately owned wholesale and retail food distributor. SS is the smallest of three chains which caters to the South Central United States and is ranked either No. 1 or No. 2 in each of its markets. SS has been considering an ‘Everyday Low Prices’ strategy for many years
Frito-Lay Company - Cracker Jack 1. Why has Borden Foods decided to sell Cracker Jack? Borden Foods is in the process of divesting of snack and non-food products in order to focus efforts and resources in growing their pasta and grain based meal segments. Borden management has also recognized the value and equity in the heritage Cracker Jack brand. The Cracker Jack brand currently (1996) sits in the number two position in terms of Ready-To-Eat (RTE) caramel popcorn product category market share
Case Recap The primary reason for the Borden Foods to divert itself from snacks is to emphasis its efforts and resources in the growth of their whole-wheat meal segments. Because of this valuation they had and a growth plan they had they decided to announce sale of Cracker Jack in 1997. The management team of Broaden also recognized that with the increase in competition they have not been able to successfully grow the sales figure in past five years. Also because the Cracker Jack brand has various
Purpose and Overview 3 Analysis of Our Past and Current Situations 3 External Opportunities We Could Exploit 4 External Threats That May Impeded Success 4 Internal Strengths on Which to Capitalize 5 Internal Weaknesses to Overcome 6 Assumptions on Which the Strategies are Based 6 Marketing Strategies That Emerge from the SWOT 7 Summary and Request for Action 7 References 9 Case Analysis of Frito-Lay Company Purpose and Overview Frito-Lay 's net sales of over 8
beverages, and other products. PepsiCo, Inc. was established through the merger of Pepsi-Cola and Frito-Lay. Pepsi-Cola was created in the late 1890s by Caleb Bradham, a New Bern, N.C. pharmacist. Frito-Lay, Inc. was formed by the 1961 merger of the Frito Company, founded by Elmer Doolin in 1932, and the H. W. Lay Company, founded by Herman W. Lay, also in 1932. Herman Lay, former chairman and CEO of Frito-Lay, was chairman of the board of directors of the new company; Donald M. Kendall, former president
Frito-Lay in the mid to late 1980’s was looking to change its way of doing business. As with many large companies, decisions were made on a corporate level, with field operations carrying out the business plan. This model, though efficient in terms of use of resources on the corporate level, did not allow for the kind of flexibility that the snack foods market demanded. The outgoing CEO, Willard Korn, had set forward a micromarketing strategy where each field office would be responsible for identifying
AND ECONOMICS MGMT 460: CASE STUDIES IN OPERATIONS MANAGEMENT Winter 2011, SHC C368 Instructor: Kern Kwong, Ph.D. Office: Simpson Tower 805 College of Business and Economics California State University, Los Angeles Office Hours: Tuesday: 2:00-6:00 p.m. Email: kkwong2@calstatela.edu Website: http://instructional1.calstatela.edu/kkwong2/Mgmt460 Office Telephone: 323-343-2899 [Use email if you need a reply quickly.] Course Description Management 460 is a case studies course in the management