Cutco Case Analysis

1.3. In order to estimate the peso discount rate, assume that the International Fisher Effect (IFE) holds. Groupe Ariel's Euro hurdle rate for a project of this type was 8%. Assume that inflation rates are expected to be 7% in Mexico and 3% in France.

Thank you for the opportunity to assess your sales data in order to provide recommendations for increasing your sales. The analysis and recommendations below are based on the data you provided, which covers a period from May 2004 through June 2006. The analysis below is based on this data alone. Therefore, our recommendations should be tempered by your knowledge of business realities and your market. Please let us know if we can answer any questions concerning the analysis or the recommendations provided.

2.     Given the markets the company is operating in, what is the best structure for the sales force? How did you decide?

• BPS would have a product that adequately rivaled the 1270 and would be seen as a strong response to Sony.

1. The VP of Advertising Alex, believes that a direct infusion of $350,000 into advertising efforts will increase awareness by 30% in the do-it-yourselfers market. He also would like to reach 15 of the surrounding counties with television commercials.

Demo’s BBQ is a small family- owned business which sells premium brisket and pulled pork sandwiches accompanied by a wide variety of slaws to top your sandwich. Demo’s BBQ currently runs with 8 employees, these employees face a variety of scheduling challenges as most of them are soldiers working second jobs, add to this that at times some of these employees are in the filed or even deployed overseas. The intent of this plan is to focus on ways the company can grow not only in regards to the business itself, but also in regards to customer relationships as well as with developing and implementing new products and opening new store locations.

In the past, the booming economy had allowed for year to year increase in their sales because people had larger discretionary incomes. But due to the recession, smaller independent retailers had to markdown their items in order to stay in business because designer outlet stores are getting more traffic; so will Harry Rosen follow in suit? Or in order to maintain the integrity of the quality products they offer, will they continue their higher pricing and settle for a lower market share?

Also, according to break-even analysis operating with the single mold and excluding warehousing costs, a minimum of 12,035 units must be sold to break even. Under a similar situation with the double mold, 15,507 units must be sold to break even, which is about half of the optimistic sales projection. Also under the optimistic sales projection, a positive return on investment is expected. Because the company is turning profit,less additional investment is required. Additionally under the pessimistic and expected situation, the company turns losses, and under the optimistic projections, Chef’s Toolkit only has a net income of 13% of its revenues. Selecting Preferred alternative According to the above information and the projected pro-forma statements, Dale Reid should not invest his money in the company. The company’s lack of current assets, high expenses and low per-unit revenue create an unfortunate and unprofitable investment in pessimistic and expected situations. Only in the optimistic production and sales does the company begin to turn profit, but this profit is low. Chef’s Toolkit needs desperate restructuring and additional revenue sources before Dale Reid should invest. Developing

Table Of Contents 1.0 2.0 3.0 Introduction Executive Summary Situation Analysis 3.1 Identification Of The Problem 3.2 Market Analysis 3.3 SWOT Analysis 3.4 Target Market Marketing Communication Strategy 4.1 Marketing Communication Plan/Objectives 4.2 Marketing Budget 4.3 Schedule for Key Marketing Communication Activities 4.4 Promotional Strategies 4.4.1 Advertising Strategies 4.4.2 Promotion and Public Relations 4.4.3 Sales Force 4.4.4 Comprehensive Support Program 4.5 Product Strategies 4.6 Distribution Strategies 4.7 Pricing Strategies 4.7.1 Potential Customer 4.7.2 Sales Forecast 4.7.3 Return on Investment (ROI) Conclusion

I don’t think that I need to have an extensive sales force in order to be successful. I think the biggest decision that I made in 2015 Q2 was increasing the large customer discounts for segments B and D from 12% discount up to 14% discount. I noticed that last quarter both of these segments expressed their concern that they were not getting the additional discounts that they should for being such long time customers.

Cross-functional teams are vital in many businesses, because it increases productivity, enhances communication between departments, and leads to overall success in a company. Boldflash is a company that has fallen behind on this front, and is thus struggling to keep up with its competitors. Roger Cahill, the new vice president of the Mobile Division, is faced with the challenge of finding a way to restructure the departments in his division in order to increase productivity and improve the product development process.

We have to spend a substantial amount in developing our customers’ base. For example, we will print fliers and this will cost the business an estimated sum of $2000 dollars. These fliers can be distributed to 10,000 customers, meaning that each customer will absorb $0.2. In addition to this cost, we need to spend some money for transportation as we get these fliers around. This can be estimated as $500. This entire process will definitely takes us around two weeks to complete it. A success in this process will put the business in a very good

The newly appointed district sales manager, Larry Barr, faces the problem of allocating sales quotas among his various sales representatives. This decision will affect everyone's earnings including his own. This problem is compounded by the fact that different territories have, for a variety of reasons, different potentials. In addition, the territory that is known to be the toughest will soon require a new sales rep.

Sales forced played an important role in the company, since the company doesn’t use any magazine, newspaper, radio or other media advertising. Outdoor has 11 full time sales peoples in total, ranging from 23-67 years old, and each salesperson is required training to learn the product before they take over a territory. Each salesperson is responsible for their own territory, they

v Establish criteria, weighting’s, metrics to identify top 30% of opportunities to focus sales effort. Operations: