Case Study: Shrimp Farming in Ecuador

Neptune Gourmet Seafood is facing two major issues – an excess inventory problem and shrinking

In order for Livoria to be successful in implementing the menu expansion, it must first contact its suppliers and ensure they can meet the change and increase in veggie demand. Next training and logistics must be arranged in house to adapt to the change in menu options. Quality must be maintained and no short cuts can be made. With the financial analysis provided in Exhibit 4

New England Seafood Company is a leader in the northeastern United States in harvesting and processing seafood. The company’s senior executives believe that there must be a change in the corporate strategy to maintain their competitive advantage, as foreign producers are affecting their current yields. Currently, New England Seafood Company operates in the Atlantic Ocean and Gulf of Mexico dealing exclusively in saltwater fish. Management feels that a move into the freshwater fish sector will provide the company with a new directive and future stability.

According to CS’s case, the firm’s strategy includes three aspects to be completive with peer firms. The first is innovation which is to attain substantial resource base through applying edged technologies. The second is control totally on the value chain for the sake of cost efficiency and goods quality assurance. The third concerned with diversity, this is to creating hedges among products classes and market regions. This strategy sounds quite “all round” but there is an issue that it needs relatively large amount of funds each year to attain it. As the technology require a high level of funds to support its technical research group and advanced equipment like new vessels and processing plants. It also needs fund to hire management expertise to monitor and manage on the firm’s value chain. And to dig new produce species and new market worldwide also needs vast funds. Therefore, CS needs to make sure it has sufficient funds yearly to attain its current strategy. Moreover CS will be unable to attain higher revenue if the firm over diversified its product and trading markets in hedging purpose. As the Canadian government controls severely on the seafood producing industry that limited each firm’s ability of seafood manufacturing (known as total allowable catch (TAC)). CS has to keep its product species diversification by acquiring other peer firms

Nevertheless, the majority of customers are very satisfied with the amount of serving along with the quality of their meal as well as the price paid. The strategy of being a low priced high value added has seen problems due to lack of customers which is affecting the bottom line drastically. This inevitable circumstance has put a hold on operations and started an investigation upon various neighboring competitors and their own strategies.

Weaknesses:-Recent declining rates in marinade sales-Failure of poultry sauces…may show signs of weak product diversification-Arrogance as to think

According to (Ram and Sheth,1989) customers are averse to innovation, for instance if they are used to a certain food product they will not like to change it, however (Johnston and Clark,2008) argued that if an organization introduces innovation to consumers in a way that will understand and feel comfortable they will adopt change gradually this can be achieved through giving offers or loyalty cards. Turtle Bay restaurant have capabilities it can respond to the ever-changing tastes and concerns of customers, for instance their menu includes a variety of dishes as well as a choice of how spicy the customer wants their food. Due to highly competitive markets, organizations tend to focus on making profits, and missing the importance of putting

a. Should Harris Seafoods enter the shrimp processing business by building the new plant? Please assume the firm will be unable to use the Industrial Revenue Bond financing mentioned at the end of the case (we will return to this topic in a later case).

1. What types of decisions must Chad Thomas make daily for his company’s operations to run effectively? Over the long run?

1) What are the challenges that Ivan Guillen faces in his role as marketing manager of the RBG business?

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 its Neptune Gold branding. My recommendation is to launch a mass-market product under a different product line in order to monetize excess inventory and position Neptune to capture more of the North American seafood market share. Going forward

For this Business Strategy Report, I have selected a restaurant chain named Nando’s. It was established in 1987 by two friends, Fernando Duarte and Robert Brozin (Nando’s.com, 2017). Although being a South African brand it has Portuguese influence and the restaurant chain depicts these designs. Nando’s specialty is flame-grilled chicken spiced with their unique selection of marinade sauces and spices ranging from mild to extra hot and for those individuals not into the hot stuff, there’s a lemon and herb option. It also has other selected food options to choose from in their attractive menu. Its niche market is working middle class male and female customers who enjoy spicy food and casual dining. It also caters for kids and families.

1. He has minimal training in business ownership. He has the background of a computer programmer, and is getting his MBA but he is still in the process of learning and doesn’t have the knowledge to start an internet café.

to penetrate into the dinner market without risking its existing business model for fast food while benefiting

The Rebelo Agricultural Group was founded by Jose Rebelo in 2009. Being founder of the Rebelo Group, Jose Rebelo possess the witted talent to form his own agricultural enterprise due to his 25 years of background experience and personalised relationship with farmers. The Rebelo Group contains three branches in the enterprise: RAP (Rebelo Agricultural Products) formed in 2009. RAP provides clientele with a full spectrum of packaging materials ranging from boxes to potato bags. ; RAM (Rebelo Agricultural Machinery) formed in 2010.RAM is an organisation which aims to provide lucrative machinery with intent to provided wider service towards farmers; RPS (Rebelo Parts and Service) formed in 2010. RPS provides the framework of mechanical parts and services to allow extensive functioning of RAM. The Rebelo Agricultural Group is classified as a private medium sized organisation whom uses a transactional leadership to achieve goals and