Cavin Kare - History & Future

This leads into the next issue their organization faces, which is their lack of informing the consumers of their product benefits. The Fantastik cleaners are the only ones on the market that are 100% safe for the environment. With such a competitive advantage over their competitors, they have to be able to bridge this communication gap they currently have with consumers, because many of them are unaware of Fantastik’s triple bottom line goals. In order to help build brand awareness, they have to advertise more to their target segments. But one of the issues is Fantastik’s advertising budget has decreased from $1,375,000 in 2005 to $825,000 in 2006. Fantastik also has the problem of lacking diversity in their product line. Although they have five different cleaners, all of them are fairly similar and many consumers would not be able to tell their differences other than the price.

This case discusses the various phases in the life cycle of Maggi noodles in India. It talks about the various strategies employed by NIL to keep the Maggi brand fresh in the minds of Indian consumers and how Maggi can bounce back and take back its

Every success story has a humble beginning, so was for the company. This story of hard work and success started in the year 1995 where a creative young individual started work in a production unit and instigated this expedition into India's steel sector with a single reinforcement steel bars manufacturing business at Bhiwadi in Rajasthan. The hard

Tire City Inc, a retail distributor of automotive tires, has had a significant increase in sales for the past three years. Sales had grown at a compound annual rate in excess of 20% as a reflection of excellent service and customer satisfaction. In order to keep up with this growth in sales, Tire City has decided to expand its warehouse facilities to accommodate future growth, maintain great service, keep competitive pricing, and to continue yielding high levels of customer satisfaction. Through previous business with MidBank, TCI has established a good line of credit with them. In 1991, TCI took out a loan from MidBank to build a warehouse. This loan was being repaid in equal annual payments of $125,000, leaving a

If I were Sam, first of all, I would reconsider this loan to see whether it is within the range of company policy and rule. As shown in the background information, “The Beiterman family has offered the management team significant bonuses if they can improve profits during the upturn without exposing the credit union to too much risk”, I see this as a very important point because the priority of the owner is not to invest in risky loan. In this case, the investment is obviously risky. Because of that I would not agree to give a million dollars loan to DSO.

The company was started by a hairdresser Dennis Paphitis who used to work in a salon. Product wise he started adding essential oils to the commercial hair color, as the smell of ammonia is quiet overwhelming his clients responded well to these less aggressive aromas. He then took this up as a passion and started understanding these ingredients and started working with a chemist on a small range of hair products. Eventually the hair product extended to a hand and body product category and finally skin care.

“We are not producing in Kerala, but selling very well in Kerala,” says Soundararajan. “In the west, we are in Maharashtra and Gujarat. As far as sales are concerned, we will get into Madhya Pradesh soon. In the north, we have presence in Punjab, Haryana, Rajasthan, and Uttar Pradesh. In the east, we are operating in Orissa, West Bengal, Jharkhand, Bihar, and Assam. India is an emerging market. We have around 30-35 per cent market share. Consumption is growing, and we are expecting 15 per cent growth this fiscal.”

It has wide range of cosmetic, fragrance, hair and skin care products. It is known for its vibrant stores and trial of products to the customers.

Clarisonic: They were extremely successful in one of their main objectives, which was to raise money for the Look Good…Feel Better cancer organization seeing as they raised $1 million dollars and increased awareness of this great organization. “Likes” as well as interaction on their Facebook page continued to grow even after the two month campaign and in 2010 alone, their selling of their “Hope” Mia skincare brush more than doubled compared the previous year. Clearly no one can know for sure if it was directly because of the “like” campaign but it is safe to say that the increased awareness did contribute to an increase in sales of Clarisonic products. The like campaigne increased Clarisonics fan page by 80 percent.

Therefore if Indri is the only secured creditor, he will get back is money ($90,000) since it was not part of the capital investment. He also acted as an individual (separate legal entity).

Introduction: The Dove brand came into being in 1957 and was introduced, not as soap but as a cleansing cream. The 1950’s campaign was consistent with the model showing heavy marketing with a purpose to introduce the product to the consumer and define why the consumer needs this new product.

ITC started with cigar and cigarette business in India. Later in 1925, it entered into packaging and printing business which was strategically very important for ITC as it helped them to directly reduce the cost of raw materials required for the production of the cigarettes and cigars. In 1975, company ventured into hotel business through the acquisition of Hotel Chola, Chennai which is presently known as My Fortune, Chennai). Then in 1985, ITC expanded to Nepal which marked the entry of ITC Limited into international markets. Then they entered into Agri-Business in 1990, result of which is that it is touching more than lives of 4 million farmers through its initiative like e-chaupal. In early 2000s, ITC ventured into further businesses – Education and stationery, Information Technology and Lifestyle

The subject area of the case is mainly into strategy, sector analyses of various industries in India and specifically looks into the revenue split among various industries that the company provides solutions to. The case deals with suggestions to a very lucrative sector of manufacturing for the company. These decisions are implemented by the upper level of management. This will help the company increase profits as well as revenues. This potential can be unlocked by our company for future expansion.

Dabur gave over the operations to experts. Fruitful usage of systems, auspicious changes and keeping up its quintessence, Dabur accomplished its most elevated ever sales figure of Rs 1166.5 crore in 2000-01. As FMCG area was battling with the moderate development in the Indian economy, Dabur chose to take various key activities, rearrange operations and extemporize on its image building design starting 2002. It chose to focus its showcasing endeavors on Dabur, Vatika, Anmol, Real and Hajmola to reinforce their image value, make separation and rise as an immaculate FMCG player perceived as herbal brand. This was picked after a study with Accenture, which uncovered that Dabur was for the most part seen as Herbal brand and associated more with the age bunch over 35. Likewise, bigger retailers were making their invasion into the FMCG market. Aside from HLL, P&G, Marico and Himalya, ITC was likewise representing a test. The inventory network of Dabur was getting to be unpredictable as a result of the vast exhibit of items. Southern markets offer in the business figure was unimportant. These elements represented a danger to Dabur and thus little changes were

According to industry experts, demand in the Spanish market showed a trend towards sophisticated and scientific products focused on specific needs. The market therefore accepted the introduction of new products that contained technological innovations, as well as professional-line products. Natural ingredients were also very well accepted.