Macro: pest analysis
Micro: market overview, customers, competitors
Internal analysis: HR, systems, financial, marketing effectiveness (AQG)
Strong: gerber UK, products- low naturally sugar, new product development
Weakness: consumer perception of price, slow to innovation in the past ->competitive analysis,
Opportunity: new…show more content… The market for farm produce is volatile, reflecting changes in climate as well as market trends. As such it is often difficult to predict harvest yields. Overproduction in 2000 resulted in the price of raw cranberries falling from over $60 a barrel to under $20. Atlantic Quench responded to the volatile market by reducing its advertising and marketing budget. In addition to cutting back on expenditure, the co-operative paid the farmers $12 a barrel instead of the $18-a-barrell market price. As a result the relationship between the management of the co-operative and the farmers deteriorated, and the farmers exercised their power as shareholders of the co-operative by voting out four successive Chief Executive Officers (CEOs) between 2000 and 2003.
When Chuck Berrie was appointed CEO in 2003, his immediate priority was to discuss with the farmers whether or not a co-operative approach to managing the business was still an appropriate and preferred option. The CEO had previously spent six years working for another co-operative as Chief Marketing Officer at Welch Foods Inc. During those six years he had contributed to doubling the market share of the organisation. According to Berrie, ‘The beauty of being a co-op is not being judged by quarterly results, but by generations passing on to the next generation.’ Indeed, many Atlantic Quench farmers are third- and fourth-generation owners and one is seventh-generation.