Week 4 EasiYo Case Study

Natureview Farm (Natureview) needs to increase revenue over 50 % (or $20 Million) before the end of 2001 due to one major investor has to pull out investment. The major product line is refrigerated yogurt included 8 Oz (12 flavors, 86% revenues) and 32 Oz (4 flavors, 14% revenues), the average shelf life is 50 days. Yogurt industry had $1.8 billion markets in 1999; and 97% of sales from Supermarket channels and rest from natural food chains. The market expects to grow to next level. Yogurt is health diary that used by 40% of population and female buys 70% of yogurt. Company’s vision is to provide health and low-cost product to all people while helping channels and retails.

Danone felt that the U.S. was an emerging market for yogurt and hence, Dannon focused its marketing strategy on increasing the yogurt consumption and expanding the category. Dannon had to follow Danone and maintain a strong commitment to CSR. At Danone, local decision making and was trusted and encouraged. Also, Dannon had a responsibility to its parent company and was accountable for a set of deliverables and data for reporting purposes. It believed in collaborative decision making and therefore major strategy

This paper provides a written analysis of the Innovation at International Foods (IFG) case study. The paper will provide an analysis of the issues that Josh Novak, the new team manager at IFG is facing with the existing staff. Josh has come for Glow-Foods which was a smaller company that has been purchased by IFG. Josh was retained due to the innovative ideas that produced significant growth at Glow-Foods by reaching the younger market. It has now become his job at IFG to do the same. However, as Josh is becoming more acclimated to the way things are done at IFG, he and his team are being bogged down with processes and procedures that are in place. The team does not believe that will be able to do the job they were hired

The company’s mixture of collective knowledge and core capabilities in the natural food industry has allowed Whole Foods the competency to not only establish a solid brand recognition in this market, but has afforded them the opportunity to remain competitive in the grocery industry. Their effective organizational development, integrated with the team of five senior executives, who function as a CEO team, collaboratively make decisions in all facets of the company’s strategic initiatives.

In June of 2016 General Mills announced that they were going to approximately cut around 1,400 jobs worldwide because few products were in low demand with customers. Customers are demanding for more “real food”. They don’t want processed food instead they want more natural ingredients included in the products. General mills will close its facility in New Jersey which produces progress soup costing 370 jobs. Another General Mills facility in Ohio which produces dry mixes will lose another 180 workers. General Mills will also close facilities in overseas markets. In Brazil, they will shut down a facility which produces meals and snakes costing 420 jobs. Also in China, they will shut down a facility which is involved in producing of

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.

I am very sorry to hear that you are not happy with the stamp you received.

Del’s Custard & Yogurt has been a small business in my hometown for over 30 years. This is a family owned business that is broken up to 3-way partnership. The main factors in this business are, customer, economy, competition, legal regulations, and public opinion. Each factor has its own challenges, but it does not stop the business’s ability to successfully function. Most plans of action require some thought and managerial modifications. Every business has faced some altercations to the design that goes without saying, but it is how the business handles those mishaps and grows from them. This business has won the home town “Best of the Best” award countless years.

funding” (p.67). Moreover, in formulating the financial plan section of the ice cream company’s business plan the enterprise (Go-go Ice Cream) has created outlines for risk management that could adversely affect the financial status of the organization. One of the most prominent risks involved in the ice cream industry is fluctuating demands for ice cream throughout the year. Cater and Chadwick (2015) found, ice cream organizations are infamous for receiving less customer traffic during the winter. Another risk factor for the new business is having trouble attracting quality employees that will properly manage the organization. According to a labor-related issued study by Heath (2016), the No. 1 challenge managers reported was finding and recruiting high-quality employees. Even so, with unemployment rates dipping to 5 percent nationally, the situation can only be expected to worsen (Heath, 2016). Comparatively, another considerable risk factor to the ice cream enterprise, Go-go Ice Cream, is the performance ability of its suppliers, who will need to provide timely shipments of inventory ingredients. If even one supplier fails to meet the ice cream company’s schedule deadlines, there could be a halt to all production efforts. Identically, the organization is susceptible to the risk of supplier shortages due to a variety of factors. For instance, Wolfe (2015) describes a recent milk shortage due to an insufficient number of organic dairy farmers. This risk could be detrimental

This report identifies an organisational change opportunity that exists in Tegel Foods Limited and is in response to a major change in the company strategy, which aims to produce larger quantities of finished products from the Taranaki region for export. This means that the Feedmill, which is an integral part of the overall Tegel supply chain, must significantly increase productivity.

As a rising star, The WhiteWave Foods Company has grown significantly in its short history. Today it is made up of four different groups of business, plus a joint venture in China (2013 Annual Review, 2014): Plant Based Foods (including the brands Silk®, So Delicious® and Alpro® brands), Coffee Creamers & Beverages (International Delight and Land O Lakes Half & Half and Mini Moo’s), Premium Dairy (Horizon Organic), Organic Greens & Produce (Earthbound Farm), and the joint venture with China Mengniu Dairy. WhiteWave has pursued a variety of strategies to support its unprecedented growth.

The first problem I'm noticing in this case is the effort being put forward to diversify from their core competence, making confectionery products. I do understand that it may be economically sound to diversify into

When Danone researched the feasibility of entering the fresh dairy market in Ireland, they found an untapped market. They saw there was potential within the fresh dairy market where there was a minimum of competition and thus the opportunity for high sales, profits and product growth.

Located on the Hauraki Plains just a few minutes from the Matatoki township is a humble and quintessentially New Zealand business -The Matatoki Cheese Barn. There a café and gift shop rest in the tranquillity of a classical farming setting, a tribute to the cheese barns true speciality, the manufacture of organic bio-grown dairy products (The Cheese Barn [TCB], 2016). This locally owned and operated business has been producing award winning cheeses for over 20 years (Pauanui Launch, 2016) and the operators can take great pride in the fact that they have not only endured a highly transformative period in New Zealand business representative of governments progression towards a more globalized free market economy (Kelsey, 2015; Quiggin, 2000) but also the recessive economic conditions leading up to and during the “most serious crisis to hit the global economy since the Great Depression”(Chirathivat, Sabhasri, & Chongvilaivan, 2015, p.77), one which bought about shifts in public opinion and policy reform that significantly altered the general environment for business (Vis, van Kersbergen, & Hylands, 2011). Major challenges were expected over the decade following the financial crisis, characterised by high levels of economic volatility and political activism across the globe (Grant & Wilson, 2012), yet by 2014 it looked like New Zealand had found its “sweet spot” (Niko, 2014). The potential impacts of this changeable business environment on the Matatoki Cheese Barn over the

Clover S.A. (Proprietary) Limited (“Clover”) is the biggest dairy processor in South Africa with a turnover of R 4.3 billion and staff in excess of 6 000. Clover collects approximately 30% of South Africa’s milk supply and processes it into well known branded dairy and related products which is then distributed nationally and even exported into certain African countries