The American Biscuit Oreo: Case Study

The basic characteristics of the marketing concept that could be identified in Clare’s Chocolates are as follows:

Oreo had chosen to focus on psychographics, demographics lifestyle of consumer, which is why Oreo is always the best choice. Psychographics is referred as a behavioral segmentation. It is based on consumers’ lifestyle, interests, activities, and attitude which means what customers prefer, how they spend their time and how they feel about issues and events. Other than that, demographics divided the market into groups based on age, gender, income, size of family, education, race, nationality and religion. Oreo target children and young adults, age of around 6 to 18 years old. Their products are normally aimed in primary school, high school and even college. Oreo does not target adults directly, but they do by offering ice creams, cakes and

1. Assuming that the order contains a dozen of cookies, the time to take a rush order is the sum of cycle times for each activity: 0+6+2+9+1+0+5+2+1=26 min.

Mondelez International Inc. is a large manufacturer and marketing company with a variety of beverage products and snack foods. The company came into existence in 2012 when Kraft Foods Inc. went through a corporate restructuring in order to implement “high-growth global snacks.” (Gamble, 2016.) Nabisco, Oreo, Trident gum, and Oscar Mayer are a few brands that operate under Mondelez Inc.

("Cookies when it comes to cookies Oreo's were the best"). Best sold in the 20th century. ("Introduced by the American company Nabisco Oreo's were born, although Oreo's were the best selling they didn't get there own holiday like sugar cookies July 9th national sugar cookie day"). The U.S. Is the worlds biggest "cookie" distributer, U.S. Spent 550 million annually on Oreo's alone. In the U.S. They have a cookie cutter museum. ("The animal cracker was the first comical cookie"). Even know

The RemyCake bakery created a cohesive team and an established clientele and became a staple within the community. Their exemplary customer service and the charismatic presence of their founders created a unique work and customer environment. However, with the recent retirement of the RemyCake bakery founder, a number of issues have arisen. Our Task Force identified the origin of their organizational issues. The following summary addresses and provides solutions for the RemyCake Bakery’s issues of ineffective leadership style, lack of organizational hierarchy, under-developed employee training program, and poor communication at all levels.

Situation analysis: Ivan Guillen was asked to develop a marketing strategy in Canada to improve the business portion of the Pillsbury refrigerated baked goods category of General Mills (pg 1).

The competitive set of desserts that Warm Delights is located in is baking mix products such as cake mixes, brownies, cookie mixes, etc. Indulgence treat desserts would also be a competitive set such as Little Debbie or Hostess snack cakes, ice cream or chocolate.

The Pillsbury Cookie Challenge is a case study written by Natalie Mauro under the supervision of Professor Allison Johnson. The case study creates an open discussion about what the marketing manager of the refrigerated baked goods category for Canada General Mills should do to revive his products. Ivan Guillen, the marketing manager, was faced with tough challenges. He was initially “…faced with the challenge of developing a strategy that would lead to improved business performance on his category” (Johnson and Mauro, p.1, 2011). To clarify, Guillen’s category is refrigerated baked goods (RBG), which means, this category is his marketing responsibility. The issue here is that “RBG was GMCC’s fourth largest category, and its performance over the past two years had been less than stellar” (Johnson and Mauro, p.1, 2011). It is important to note that GMCC stands for General Mills Canada Corporation. Pillsbury has enjoyed majority market share in the RBG category in Canada, however, recently, the market was experiencing only moderate growth. Guillen was disappointed that their goal of 5%-7% market growth was not being achieved mainly in the refrigerated cookie dough segment. To be exact, their volume growth for two years was flat and they were having difficulty reaching new households. There was a shift among consumer’s purchases, which Guillen was challenged to figure out why.

In order to market a product, we must first understand customer needs and wants. Consumer insight is the information gathered about a target population in order to better align market strategies with consumer needs. The goal is to better understand the customer ­ in the Pillsbury Cookie Case, Guillen focused on his cookie customers.

The case depicts KRISPY KREME 's franchise system growth and decline as a lesson to entrepreneurs running a company as a franchisor.

Flow unit = 1 order of 1 dozen the theoretical flow time is 26 minutes. This is

The whole process throughput time of making a dozen of cookies is 26 minutes. It takes washing, mixing and spooning 8 minutes to make a dozen of cookies. And preparation and bake time totally are 10 minutes. The final step of cooling, packing and accepting payment of cookies takes roommate 8 minutes to finish the cycle. Assume the night capacity is 4 hours, so Kristen and roommate have 240 minutes operating time. Since the oven only holds one tray, the second dozen takes an additional 10 minutes to bake. For example, first dozen of cookies take 26 minutes to make, second dozen of cookies take 36 minutes to make and third dozen of cookies take 46 minutes to make. So we can

Ben and Jerry’s, founded in 1978, is a market leading distributor of super-premium ice creams, frozen yogurts, and sorbets, and has built a reputation on being a socially minded company. They were pioneers in the policy of “caring capitalism” and place heavy importance on the concept of social responsibility, a practice which many companies have since adopted. They have enjoyed long-term success as a result of their progressive methods of doing business and novel ideology regarding how a company should be ran. However, due to increased competitive pressure and declining financial performance, they have now been confronted by the threat of a takeover. Recently four

Krispy Kreme Doughnuts was a successful privately owned business since 1937. In 1982 a group of franchises bought back the company from Beatrice Foods for $24 million, and reintroduced the old recipe of doughnuts and their “hot doughnuts now” system. In 1998 Scott Livengood became Krispy Kreme’s new