Option Evaluation – Stakeholder Expectations

This analysis assesses Bega Cheese Limited’s (BGA) decision to acquire Mondelez International ANZ grocery business (MDLZ ANZ). It identifies the strategic challenges and offers recommendations for success. The dairy industry is a highly volatile industry, the main pressures impacting profitability exist from the high bargaining power of the producers, its large competitors and external influences on pricing. One key success factor in the industry is maintaining strong reliable relationships with producers to ensure consistent milk supply.

All organizations that are within the industry of food processing are forced to cut and innovate costs in order to remain competitive to block new entrants, because as the new entrants will join the market having lower cost and more clear understanding of customers or consumer needs by availing more innovative services and products. The increased globalization and the trade barriers has generated opportunities and challenges to BreadTalk as it can join the market by emerging the companies in countries that are politically stable to explore new markets especially in the market where bread might be a

During the mid-1990s, Carrefour Group initially established a representative office in Moscow as its early enter strategy, however, as the result of financial storm in 1998, Carrefour had to exist Russia market. Till June 2006, Carrefour slowly started to plan to enter the retail market in Russia again. During the years 2006 and 2007, due to Carrefour decided to spend plenty of time on studying the Russia retail market, they had to postpone the time of entering the Russia market. After that, in 2008, because of the financial crisis, Carrefour had to delay its entry project again. A group executive director of Carrefour named Thierry Garnier said that their strategies were waiting for the best opportunity to enter Russia market, and they are rather coming late, because it would be more efficient to purchase a chain that already established distribution and logistics network (Andrew E, 2009). However, things went contrary to their wishes. By the time Carrefour prepared for taking action to enter the Russia market, other competitors had already built the significant presence in the Russia market early. For example, Auchan had opened 34 hypermarkets and presented in the eight Russian cities. Even during the Financial times, Auchan didn’t delay its opening program. Metro also had established 74 stores throughout the Russia market. At the same time, some local retail players also had achieved better performance and profit growth behavior in the local market. Consequently,

It is always good to summarise at the start as to what the report is about, its purpose and what is discussed. You

Globalization strategies have been an issue for any organization that intends to increase its international presence. Free Range Foods has decided to grow operations in France, the United Kingdom, and other regions throughout the globe. The recommended strategies Free Range Foods should consider utilizing in order to strengthen its position in the international market are 1) Merger and Acquisition/ Takeover and 2) Strategic Alliances. Both strategies are effective in obtaining an entry into the

This monopolistic competition market structure has a positive effect on Kudler because it allows Kudler and their speciality foods to carve out a niche that the competition will find it hard to enter. Kudler’s market strategy (locations and unique products) should be very effective in keeping out potential competitors and establish a large barrier to competitor entry. Since Kudler’s stores are located in areas with limited populations the ability of competitors to gain entry into their market is limited. Since competitors cannot enter their markets, Kudler should experience long-term profitability providing they keep their customers happy.

This paper presents an analysis of the market structures, strategic planning, market environment, and internal environment of Kudler Fine Food in order to suggest the best market structure which can be helpful for its long-term profitability and recommend strategies which can make it more competitive and successful among its industry rivals.

This situation makes Whole Foods vulnerable to business cycles that affect United States. Like noted during the 2008 economic meltdown, the food industry in the US was highly affected and the sales decline by over 50 percent. Sales decline resulted in loss of jobs, salary cuts and the rise of unemployment leading to the decline of income. As the US organic and natural foods industry is high concentrated with rival firms such as Costco, Stop N’ Shop, Target, Traders Joe’s and Sam’s Club, Wild Harvest, Wal-Mart and Safeway (Harasta, & Hoffman, 2013), Whole Foods should venture into foreign markets and in particular Europe. An expansion in Europe offers vast prospective growth because of its large population. In addition, the Europe organic food market is more sophisticated than that of the US in reference to public acceptance and suppliers. In Europe, the target should be based on area demographics: the location with 40 percent or more people because they are probable of having more nutritional knowledge. (Harasta, & Hoffman,

Natureview Farm is a small yogurt manufacturer with annual revenues of $13 million. It produces three different size cups – 8 oz. cup, 32 oz. and 4 oz. cup multipack. However, Natureview’s goal is to increase its annual revenue to $20 million in two years. With a solid relationship with its current, successful strategy in the natural foods channel it is considering expanding into the supermarket channel. Conversely, it does not want to hurt the company brand it has created as a premium yogurt brand in the natural foods market and betray those loyal, natural foods customers who made their business what it is today.

areas were canned tomato products, frozen orange juice, cake mixes, and yogurt. Barkley was known to have strengths in operations (product preparation), distribution (obtaining distribution and managing the shelves), and advertising. Their brands typically held a solid second-place position in the supermarket. There was no effort at umbrella brand identification, so each product area was carried by its own brand. Joyce Stevenson had previously been in strategic planning, and reviewed the type of information and analysis that would be required to support a strategic decision like this one. She wrote down the following four sets of questions to guide the thinking of the research group: 1. Market analysis ■ What are the size, current growth rate, and projected growth rate of the industry and its relevant subsets (such as ethnic dinners) for the next five and ten years? ■ What are the important industry trends? ■ What are the emerging production technologies? ■ What are the distribution trends? ■ What are current and future success factors (a competitive skill or asset needed to compete successfully)? 2. Environmental analysis ■ What demographic, cultural, economic, or governmental trends or events could create strategic threats or opportunities? ■ What major environmental scenarios (plausible stories about the future) can be conceived? 3. Customer analysis ■ What are the major segments? ■ What are their motivations and unmet

This individual assignment will be assessed by means of a 3,500 ± 10% word Report. The assignment has been designed to allow you to develop and use your knowledge and skills in understanding key strategic issues relating to food retail internationalisation. You will be required to apply the strategic concepts and analytical techniques studied in this module. All the learning outcomes below will be assessed:

In today’s society, we experience a diverse range of culture on a daily basis: we live in Australia but yet our clothes are made in china, phones assembled in Korea, we eat American fast food and half of us shop in German grocery stores. Why foreign goods and groceries so widespread throughout Australia. The globalisation of the German grocery store Aldi, is affecting the food market sector in Australia and the economical growth of the nation. The concept of economical globalisation has contributed towards foreign investment into Australia. Aldi is a relatively new company to enter Australia’s grocery Market. Its apparent purpose: "All people, wherever they live, should have the opportunity to buy everyday groceries of the highest

| Analysis of Individual Players4.1. Gujarat Cooperative Milk Marketing Federation (GCMMF) 4.2. Britannia New Zealand Foods Private Ltd. Industries Limited (BNZF)4.3. Dabon International Private Limited4.4. Imported Cheese Market4.5. Regional Players

The relevant external environment segments to this case are technology, legal & political, cultural and demographics. The Russian ice cream industry was behind in equipment and technology use. Their production techniques, ingredients used, and packaging primarily. It was estimated that most Russian firms were 40 to 60 years behind the world’s technology level. Ice Fili alone invested millions of dollars to import new equipment. By the late 90’s 90% of the equipment used by Russian ice cream manufactures to produce and sell was imported, which created huge costs to the firms. With the introducing of refrigeration this opened up new opportunities for the Russian ice cream industry to expand, modernize, and change the way they produce their products.

Finding ways to stay viable in a saturated market: Establishing strategic partnerships with national supermarket chains and food service providers using quality as a capstone to their marketing