Prince Edward Island Preserve Company Case Summary

This case analysis will be focused on the company QVC (Quality, Value, and Convenience). We will perform an analysis review, which, will provide a comprehensive insight into the company’s historical and current business structures, strategies and efficiencies in their operations. It will include a detailed SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats) (Humphrey) and the primary activities of the Value Chain Analysis (Porter), to provide greater insight into the firms’ competitive advantage. These key concepts will be used to analyze QVC’s business model, define potential challenges and initiate a plan of execution. We will then recommend solutions

The case that I have chosen to discuss is Case 85 Cal.Rptr.2d 844 (1999) 978 P.2d 2 20 Cal.4th 785 Peter Ramirez, Plaintiff and Appellant, v. YOSEMITE WATER COMPANY, INC., Defendant am Respondent, No. S070114, Supreme Court of California, June 17, 1999.

Robin Blencoe was a minister of the British Columbia government who was accused of sexually harassing his assistant, Fran Yanor in March 1995. In the Blencoe v British Columbia (Human Rights Commission case) h became the respondent in the case. Once he was accused, Blencoe stepped down from his position and a month later he was removed from his cabinet by the premier. Along with this, he was dismissed from the NDP caucus. Four to five months later, Blencoe was yet again faced with two complaints of “discrimination conduct in the form of sexual harassment” (Westcoastleaf, page.2) by two other women who were employees of Blencoe named Andrea Willis and Irene Schell. There were various incidents that took place in between March 1993 and March

Jim Barnes enterprises face problems like budgeting, staffing, and management (www.smllbusiness.com). The problems with budgeting are the costs for food and payroll. When food costs are up the labor for workers goes down. When this happens the restaurants can sometimes be

Although the restaurant industry is perceived to have high risk of failure, the risk of a restaurant failing is not too different from other small businesses. Parsa et al. quantified the risk of failure at 26% in the first year and 57% by year 3. He also described several factors that can influence the risk of failure. Those include physical location, firm size, speed of growth, differentiation from other restaurants in the market, adapting to external trends, and management experience. In terms of location and differentiation, Paul’s bar will be located in a new development designed to attract affluent customers and with very few competitors. Paul’s small firm size increases risk because of barriers to attract partners (i.e. suppliers and bankers are prejudiced against smaller firms) and growth that may be too rapid to manage. On the other hand, Robert already has experience in the restaurant business and should know how to run the bar and subsequent restaurant. Their choice of a piano bar may be in response to local trends that favor success.

There are many key aspects to owning and operating a successful restaurant in a competitive market with little or no room for error. A restaurant’s

Some of the key reasons for the dismal profits are primarily due to lack of control, and inexperience from both Julie and Mary, the co-owners and managers of Café Bijoux. The reasoning behind this claim is that a business that is not seen profitable is usually not. In addition, a real restaurant sign is not up and visible. A sign is a major gateway to success in a busy congested market which sees more than eleven businesses surrounding a one km radius. However, Julie and Mary have been awaiting the funds to put up a sign, which has seen negative results due to lack of

Vincor does market wine alternatives itself, as a way of dealing with substitute demand. Vincor makes cider and has a wine kit business division (Spagnols) that gives Vincor some product diversification. Partly because of the ease of competition and as part of the differentiation and protection of the Canadian wine industry, Vintners Quality Alliance (VQA), a quality assurance program that identifies Canadian premium grape content, assists in making start-up more difficult for those wishing to emulate Canadian wine brands. The dollars spent on marketing and brand loyalty play a large part in protecting market share and there are certain absolute cost advantages that contribute to establishing some barriers to new competition. Ultimately, there is little cost to the consumer when considering switching brands. Experimentation in wine drinking is often a characteristic of the wine drinking market and thus can contribute to promoting new substitute entry into the market.

With giants such as Walmart, and Kroger running the grocery store industry it’s difficult for companies such as Smuckers to bargain for shelf-space and prices. Brand name items drawn to the center of the store are what leverages these companies to succeed in the industry. After numerous acquisitions and strategic alliances, Smuckers developed a solid core of product lines which experienced success rapidly. Product lines that experienced the most success as a result of strong positioning in the industry included their Coffee labels, flour and baking products, Oils and food spreads. A 9-Cell Industry Attractiveness/Business Strength Matrix shows that the Industry attractiveness is relatively moderate. With many competitors and strong buyer power from large grocery chains such as Kroger, companies such as Smuckers have explored different strategies that have proved successful in what can be described as a saturated industry. The case insinuates that there may be opportunities in the industry in regards to special markets and perhaps Oils and Baking with sugar free products, but otherwise the recession, although it drove families to buy store bought as opposed to eating out, has had its effects on the food service industry as well.

It has come to our attention that much of Roman Holiday’s recent revenue growth came from acquisition of franchise right and existing restaurants rather than real growth in the franchise. Management is aware of these issues and may be feeling some pressure to meet growth targets and earnings forecasts. In the following working papers, we address this potential issue by reviewing the various accounting treatments for the reacquired franchise rights. We also examine the reacquired franchise rights from the Arizona acquisition and assess the reasonableness of management’s assumptions in its impairment analysis.

Products are sold not only via wholesale and catalogue/internet channels but also through 52 dedicated retail stores which provide a sense of community to customers. Value Curve Analysis (Appendix 1) reveals that Patagonia scores highly on qualitative aspects of customer experience and products which offsets higher prices. It has multiple unique product offerings consisting of patented technologies and designs such as Synchilla, Capilene and insulated wetsuits which could be considered as its Valuable, Rare and Inimitable (VRI) resources. However, it’s

The restaurant commits itself to franchisees and stakeholders in helping to achieve superior financial results and sustainable performance and development opportunities. Thus, the corporate mission and its core values are instrumental to the company’s success.

Prince Edward Island Preserve Co Ltd (P E I Preserves), is anticipating annual sales of one million dollars for the first time in its short history. Over the first four years of its existence it has

Treating all of Canada as one market has many advantages. A company typically implements a global strategy when it wants to save money. A company can be more effective when it sells the same products to every market, because there is no extra time spent on differentiating the products per market, which means there are also no extra costs. Money is saved from buying in bulk and having a standard packaging. In return, the company can put more focus on the product and work towards changing and enhancing the product. The case states that the market share of Saralyn Mills has increased in each of the product categories in which it competes. By implementing a standardized strategy,

Golden Valley Foods, Inc. is a 127-year-old company that prepares packages and sells canned and frozen foods which include fruits, vegetables, pickles and condiments. Golden Valley has more than 30 processing plants in operations and annual sales of approximately $650 million. Much of Golden Valley’s management staff comes from their parent company with the previous president saying “The influence of our old parent company is still with us. As long as new products look like they will increase the company’s sales volume, they are introduced. Traditionally, there has been little, if any attention paid to