ZESPRI Case

Considering the marketing segment, we choose the target market from small, medium and large farms. If products are sold to small farms, the sales revenues even can’t cover the cost,

However, due to economic issues SPC Ardmona has reduced fruits demand from the fruit growers (Gavalakis 2013). For instance, the rise in Australian dollar leads to a lower cost in outsourcing than within the region

The product can be marketed effectively by fine-tuning the products attributes, price, delivery channels, and overall image for a carefully defined segment. Introducing the product into a niche segment will also ensure that Exotic Fruit Bars gains a foothold against larger more resourceful competitors, and eventually grows into a larger competitor with conceivably newer and more diversified product selections.

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.

Hawaiian Punch is the top-selling fruit punch drink in the United States, contributing to the ninety-nine percent brand awareness among U.S. consumers. The product line in 2004 consisted of eleven flavors, with the original Fruit Juicy Red flavor being the most popular brand with a wide margin. A Hawaiian Punch light version of Fruit Juicy Red was recently introduced with sixty percent less sugar. At first, the traditional focus of Hawaiian Punch was centered towards children; however, the company now wants to refocus its positioning statement. Another brand consideration is the innovation of a new flavor into both finished goods and direct store delivery networks. The third concern is to address allowances relative to innovation in Hawaiian Punch finished goods and Direct Store Delivery (DSD) networks and to media advertising. Give the previous considerations; we have developed new marketing proposals for future marketing decisions.

The author of the book, “The Fate of the Fruit that Changed the World” (2008), Dan Koeppel, who is a famous journalist describes in a fascinating way banana’s cultural importance, threats associated with the crops of banana in the future and banana’ history. Banana is a very delicious fruit and is eaten all over the world. Banana is one of the world’s fourth largest harvests in the world. Dole and Chiquita are eminent American based distributors and producers of banana. They are claiming to produce the banana on low price. In this book, Koeppel discusses the risks associated to the plantation of banana around the world. He also discusses the fact that due to blight, the plantation of banana is destroyed (Koeppel, 2008). He points out that the farmers and the producers have no insight at all regarding this matter (Koeppel, 2008).

Zorro.com is a clothes retailer selling one of the plaintiff’s good of interest, a Tiffany faux diamond bracelet. Prior to the discovery of the error, Zorro.com charged a cheaper bracelet at $6.90 each on its advertisement. Customers were given a limit of 3 bracelets each and must have a valid credit card. Before customers proceed the order, Zorro.com gives a link to its terms and conditions where customers are required to click an “accept” button. After the purchase, a message is sent to the customer stating the order is subject to the terms and conditions of the service and will be accepted upon confirmation of the availability of the product that has been

“Historically, the banana trade symbolized economic imperialism, injustices in the global trade market, and the exploitation of agriculture-dependent third-world countries”(2). However, they remain to be one of the most profitable items in grocery stores. Making bananas crucial to economic and global food stability for countries all over the world. They are the third largest staple crop, coming only after wheat and coffee. Since bananas are such a sought after fruit, many companies have gone to extensive lengths in the to fight for a share of the market. Chiquita Brands International was one of the pioneer companies to try and globalize bananas. They took a risk and made some very critical mistakes along the way.

It might not be in the retailer’s best interest to perform such upgrade, as the new system will replace three of the existing legacy systems in terms of ordering and fulfillment. The IS department will perceive such upgrade as a radical move and is expected to show high resistance in response to it. Even though Zara has a decentralized decision making process, the retailer’s IS department exercises absolute autonomy on the IT infrastructure and design. The fact that “only one person had left the department” in the past 10 years further confirms that the retailer is suffering from cognitive and action inertia, and thus creating a huge barrier for such

Prior to 1994, Europe accounted for nearly 40% of world banana imports by volume, of which roughly 60% came from Latin America, the primary location of Chiquita Brand International’s banana production. However, in 1993, a common banana import policy, council Regulation (EEC) 404/93, became effective four

This report analyzes the ethical dilemma faced by Jextra’s country manager, Tom Chong, who was responsible for Neighbourhood Markets in Malaysia. Jextra Stores was a Hong Kong based company that operated retail stores in China, Hong Kong, Philippines, Malaysia, Thailand, Singapore, and Vietnam. In 2005, the company successfully entered Malaysia, operating supermarkets under the name of Neighborhood Markets (Inkpen, 2010). Jextra identified a promising site in Klang, near the capital of Kuala Lumpur, to open a new supermarket (Inkpen, 2010). Mr. Chong needs to evaluate a proposal made by the Mayor of Kang, which might be considered bribery. In this case, Mr. Chong faces social and ethical

We are writing this case analysis and recommendation as a consulting team for Lain Jager, CEO of Zespri. Zespri is a large kiwifruit production firm, operating out of New Zealand. Zespri has managed to create large brand awareness in the market, and is hoping to further expand to maintain their position in the marketplace.

Non-Substitutability: There are numerous substitutes for kiwi. Many people enjoy other types of fruit such as strawberries, oranges, apples, plums, pears…etc. However, there is not a fruit that tastes exactly like kiwifruit and that gives the same health benefits as kiwi does. Also, there is no other fruit that can be eaten with a “spife” like a kiwifruit can be eaten, which makes it hard to substitute.

The industry in which Zespri functions in within New Zealand can be broken up into three broad value generating activities. The first activity is growing of kiwifruit which pertains to the orchards and includes pest and disease control and harvesting. The second includes the post harvesting activities including grading, packing and storing. The final stage and perhaps the most intrinsic stage includes the exporting.This includes the selling and distribution of the kiwifruit to overseas markets. Zespri International group is responsible for marketing almost all the export quality fruit from New Zeland. The only exclusion being the Austrailian Market.

Fyffes procures its products worldwide and is one of the leading distributors of southern hemisphere fresh produce in Europe, in particular fresh produce sourced from South Africa and South America. The most common themes arising from the top managers so far involved the need to foster relationships among the SBUs and work with each other to reduce costs (Geoff Percival, 2012). It is critical for the relationship between the suppliers (Other region markets) and the distributors (UK, Ireland and EU). The four SBUs work together for the fresh fruits supplying and selling, the company launched its worldoffruit.com web site and subsidiary, offering Internet-based business-to-business fruits and vegetables sourcing and information supporting the company's operations are its network of 100 storage, distribution, ripening, and other facilities, a fleet of 17 company-owned or leased temperature-controlled ships, and its own land-based transportation fleet, it can share and reduce the transport cost. The synergy management of the four SBUs also helps Fyffes add more value to the supply chain and make the delivery more efficient.