...McCain is a private company which specialize in frozen food. It's the world's largest producer of chips. McCain buys 12% of the British potato crop. As any private company, McCain has a number of objectives of which it seeks to achieve. These objectives include wining the biggest share of the market, increase sales and making profit. There are other firms that involve in the industry of frozen food, so McCain is not the only producer of chips, rather it competes with other firms to win the largest portion of market. In addition, the entry or exit from this market is not restricted. As a result, we can conclude that McCain is a competitive monopolist as it seeks to take control over this industry. In 2005, a challenging environmental factor was facing McCain. The concerns about obesity were rising dramatically, especially in children, as over 22 million children under the age of 5 and around 155 million school-age children worldwide were severely overweight.¹ McCain's view is that its chips can and do play a role in a healthy balanced diet and it is continually finding ways to ensure that its products are as healthy as possible, for example, McCain dictates product standards to the potato growers that supply them, and it may choose to have more vertical control (i.e., direct ownership) over the processing, packaging, and distribution stages of the supply chain for their french-fries because these practices may entail sophisticated production techniques that are best performed...
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...Briefly respond to the following questions: 1. At which of Greiner’s phases of growth would you place Sunflower Incorporated? Explain the factors that led you to your choice. In my opinion, Sunflower Incorporated could have been placed in Phase 3 of Greiner’s phases of growth. Phase 3 being: Growth Through Delegation, which the phase ends with a Control Crisis: A much more sophisticated head office function is required, and the separate parts of the business need to work together. I will focus with Phase 3: Growth through Delegation. In this phase, as mid-level managers are free to react fast to opportunities for new products or in new markets, the organization continues to grow, with top management just monitoring and dealing with big issues—“Sunflower Incorporated is a large distribution company with more than 5,000 employees and gross sales of more than $550 million (2003)”. We learned from the case that there were twenty-two regions for Sunflower Inc. Each region had its regional executive or manager, and each had its own profit center. This is similar to each region of the company being treated as a separate business. Each had its own central warehouse, salespeople, finance department, and purchasing department and their profits and losses for a profit center are calculated separately. Each regional manager is focused for the region they are responsible and have their own processes for delivering products or offerings that offer value for the customers...
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...Strategic management BIG CASE DISCUSSION 4 (Question 3&4 of the external analysis) I. What factors are driving industry changes, and what impacts will these changes have on competitive intensity and industry profitability? * Driving forces 1) Increasing globalization: * New markets in Canada and UK: WF has acquired Wild Oats Market in the US and Canada. - New competitors from neighbor countries like Fresh & Easy from British supermarket giant Tesco. * Products from other countries, for example: Lebanese fig jam, preserved lemons from Morocco, Indian curies, Thai rice, stuffed grape leaves from Greece, and goulash from Hungary. 2) Changes in the long-term industry growth rate: - Natural food generated $22.3 billion in sales in US in 2008, up 10% from 2007, and up 37% from 2004. - UPC-coded organic foods accounted for 49 billion in sale, 16% higher than the previous year, and up 132% since 2004. - Global sales of organic products were estimated to be $52 billion in 2008 and to have grown at the compound rate of 13% since 2004. 3) Changing societal concerns, attitudes, and lifestyles - People are more concern about health and food safety -> Consumer demand for organic products growing at double-digit rates – much larger than that of the traditional grocery products (2-3%) - Demand for value-priced: The United States now spends more than $1 billion a year to import organic food, according to the USDA, and the ratio of imported to exported...
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...SNACKS TO GO (CASE 11) 1. Sathers’ company objective was to be one of the first companies to produce a healthy zip lock package filled with nuts and natural snacks. The objective was to tap into the market of people who led busy lives and wanted to eat a snack in a package that was resealable to enjoy at a later time. Since the Sathers’ nuts and snacks weren’t as well-known as their candy, they were able to build stronger brand awareness that was introduced through their Snacks to Go line. 2. In developing Snacks To Go, Sathers’ product conducted a market development strategy. His product, which was ultimately selling healthy snacks, was already in place but he was selling to different kind of customer. The customer he was selling to was the one on the go. With his innovative zip lock resealable bag it appealed to a new market, which would put this snacks to go in the Market development. It can also be used as a penetration to the existing customers who previously enjoyed nuts but now can enjoy the convenience of the snacks in a busy setting. 3. Their study revealed, “that most consumers who preferred resealable packaging would switch brands and pay more for the food protection, convenience, and freshness that resealable packaging offered.” In their case, over half of the their respondents preferred nuts in a resealable packaging, and for those who ate nuts more often, most “believed that it was important to preserve the freshness of the food, to keep it from drying...
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...sunflower utraceuticals n to Sunflower Nutraceuticals, Board of Directors from Teresita Alvarez, CEO re Working Capital Financing Options I wanted to update you on my efforts to secure an increased line of credit for working capital. Despite my repeated efforts and the calls that both of you have made to our bank’s senior officers, Miami Dade Merchant’s Bank (MDM) continues to be inflexible. It refuses to increase our $3.2 million line of credit and says that it will not change its mind. It is also proposing tighter covenants. I have highlighted for MDM our improved EBIT and free cash flow over the last eighteen months and our concomitant success in reducing the use of our line of credit by almost $500,000. MDM argues—perversely—that this shows we do not require additional funding, especially given our recent lack of revenue growth. I have pointed out its flawed, catch-22 logic. It claims that we don’t need additional working capital because we’re not growing, while I counter that we can’t grow without additional working capital. Quite frankly, I think MDM now regards us as an unattractive account and is trying to fire us as a customer. It appears that it is pruning its account base after being acquired by Imperial Bank. Although our long-time account executive, Chris Mitchell, swears otherwise, he has cautioned me that the bank is adopting a very tough line with small business accounts that breach covenants. For all of MDM’s rhetoric about supporting local...
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...Case 2: Sunflower Fuels The Sales Team 2011 Dave Garlington BA206-W1 11/22/2011 Case 2: Sunflower Fuels The Sales Team 2011 Dave Garlington BA206-W1 11/22/2011 Table of Contents Part 1 Analysis 3 Alternatives 3 Situational Leadership 5 Analysis 5 Alternatives 7 Unable but Willing 7 Unable and Unwilling 7 Contingency Theories of Leadership 8 Analysis 8 Fiedler Model 8 Path-Goal Theory 9 Leader-Participation Model 10 Alternatives 11 Part 11 Alternatives 12 “Transactional Leadership 12 “Transformational Leadership 13 Charismatic Leadership 14 Analysis 14 Characteristics of Charismatic Leadership 15 Process of Charismatic Leadership 16 Alternatives 17 Part 111 Recommendations 18 Works Cited 20 Leadership 20 Situational 20 Contincency 20 Team Performance 20 Part 1 Analysis High Performance Teams In order for any team to have a productive outcome, the team must be able to work on the same level as everyone on the team. Finding the balance where everyone can communicate with one another on the same level can be challenging. It is up to management to find the common ground among the team and build from there. Sunflower’s new CEO, John Clements, is concerned about how the sale’s team has been conducting the overall performance within the team. The team seems to be struggling with a sense of ownership as a whole within the company. Valuable production time and cost are being lost because each member doesn’t have ownership...
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...reduced costs and expand our production capabilities. Apart from Banaspati and Cooking 0il products, they are producing specialty fats targeted to the baking and food processing industries. R&D process is striving to come up with new products, as part of their "Transfat Free Initiative", they already switched to a Transfat Free formula on for Banaspati targeted to household consumers, providing Transfat Free solutions to other customers as well. Introduction Punjab Oil Mills Limited is a manufacturer of oil and soaps, based in Islamabad Pakistan. The produce and market an extensive range of cooking and baking mediums and other specialty fats under the flagship brand names of Zaiqa and Canolive. “We are an ISO 9001 & FSSC 22000 certified company and take pride in making products that consistently exceed customer expectations”. According to Punjab Oil Mills, As a result the Zaiqa and Canolive brands enjoy a valuable brand franchise today and are synonymous with uncompromising quality and constant innovation. Edible items are not the only products being made by Punjab Oils, but they also deal in soap known by the name of “Raja”. All the products are prepared under the supervision of professionals to ensure the highest quality standards. Hierarchy The current hierarchy for Punjab Oil Mills is illustrated as below chairman/ Director Audit Comittee Employees Certified Director Human Resource Employees Board Mission and Vision Statement To achieve excellence in the development...
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...BUSINESS MODEL Sunflower Cafe is an eating establishment focusing on heathy, nutritious, and fast food to the local downtown area. The Sunflower Cafe will be an upscale deli specializing in a combination of fast hot or cold sandwiches. Based on this distinct menu, Sunflower Cafe will follow a differentiation strategy that will provide unique, or hard to find choices to deli patrons. The company will be a LLC owned by Ms. Jane Smith. Ms. Smith will be providing $20,000 capital investment and there will be an additional $30,000 raised in short-term loan. Non-Franchise Vs. Franchise When deciding on the business model we looked at the pros and cons of both the franchise vs. non-franchise method. Pros of the franchise model include the following: Franchising is a great way to find talented people to manage your locations and give them an incentive to work hard. The most qualified and hardest working people generally prefer to invest in running a business in return for profits rather than taking a salary as an employee. So by franchising, you are going to get better talent that will work harder to build the business than you would by hiring someone to work for you. Franchising is a good way to obtain expansion capital. Because your franchisees pay to buy outlets in your chain, you can grow the number of locations without tapping much of your own capital or needing to request financing from banks or investors. Franchising can generate high financial returns for relatively...
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...Typical examples include: • winning the biggest share of the total market • increasing sales • satisfying customers • making profit for shareholders. A business’ ability to meet these objectives depends on two main groups of factors: i. the internal strengths of the organisation – for example being able to make the right products in an efficient way ii. being able to identify external influences in the business environment and on its consumers and adapt accordingly. The external environment today is changing fast. This case study shows how McCain needs to identify changes in the external environment. It must then rise to the challenges posed by change. The external environment consists of everything outside the business. The McCain product most people recognise is chips. McCain is the world’s largest producer of chips. McCain buys 12% of the British potato crop. McCain is also one of the world’s largest frozen foods companies. McCain is a privately owned company with a strong market focus. This means that it carries out research to find out what consumers want. It then uses this market information to create products that consumers want to buy. McCain’s business focuses on frozen potato products and frozen light meals. It provides consumers with a wide variety of cut and seasoned potato products through UK retailers, like supermarkets and restaurants. These include roast potatoes, potato wedges, hash browns, waffles and potato croquettes. McCain produces more specific potato shapes...
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...GOVERNMENT OF INDIA MINISTRY OF AGRICULTURE (DEPARTMENT OF AGRICULTURE & COOPERATION) DIRECTORATE OF MARKETING & INSPECTION BRANCH HEAD OFFICE NAGPUR MRPC-70 1 POST-HARVEST PROFILE OF SUNFLOWER CONTENTS Page No. 1.0 INTRODUCTION 1.1 1.2 2.0 Origin Importance 4-5 4 5 6-9 6 7 9 10-36 10 10 11 14 14 25 25 26 27 29 31 32 33 PRODUCTION 2.1 2.2 2.3 Major producing countries in the world Major producing states in India Zone-wise major commercial varieties 3.0 POST-HARVEST MANAGENENT 3.1 3.2 3.3 3.4 Post-harvest losses Harvesting care Post-harvest equipments Grading 3.4.1 Grade specifications 3.4.2 Adulterants and toxins 3.4.3 Grading at producers’ level and under Agmark 3.5 3.6 3.7 Packaging Transportation Storage 3.7.1 Major storage pests and their control measures 3.7.2 Storage structures 3.7.3 Storage facilities i) Producers’ storage ii) Rural godowns iii) Mandi godowns iv) Central Warehousing Corporation v) State Warehousing Corporations vi) Co-operatives 3.7.4 Pledge finance system 36 Page No. 2 4.0 MARKETING PRACTICES AND CONSTRAINTS 4.1 4.2 4.3 4.4 Assembling (Major assembling markets) 4.1.1 Arrivals 4.1.2 Despatches Distribution 4.2.1 Inter-state movement Export and import 4.3.1 Sanitary and Phyto-Sanitary requirements 4.3.2 Export procedures Marketing constraints 37-45 37 38 39 39 39 40 43 44 45 46-48 46 48 50-53 54-56 54 55 55 56 58-63 58 61 63 66-68 66 68 70-71 72-73 5.0 MARKETING CHANNELS, COSTS AND MARGINS 5.1 5.2 Marketing channels...
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...PROJECT REPORT On “ANALYSIS OF VARIOUS BRANDS OF SOYABEAN REFINED OIL IN THE MARKET” SUBMITTED TO CHITKARA BUSINESS SCHOOL, IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTERS IN BUSINESS ADMINISTRATION IN MARKETING (2006-2008) Submitted by: Ashwani Pahuja MBA - 4th Sem. Roll No. E066009 CERTIFICATE This is to certify that research project titled “Analysis of various brands of soybeans refined oil in the market” carried out by Mr. ASHWANI PAHUJA under my guidance and supervision is an original research work. It is based upon both the primary data as well as secondary data and references are from published sources hence it proves authenticity of the research project. This research work is original and is an unpublished report. HARPAL SAINI ...
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...This action provoked The Taiwanese people to protest. In this case, the negotiation was with the Taiwanese government, and China government and Taiwanese people. The following will more deeply elaborate about the negotiation process and the tactics that three parties used in negotiation. Cross Strait Service Trade Agreement China and Taiwan signed a treaty in June 2013, named the Cross Strait Service Trade Agreement. This trade agreement is a follow-up treaty by ECFA (Economic Cooperation Framework Agreement.) Under the terms of this agreement, Taiwan opened sixty-four service sectors and China opened eighty service sector; “service industries would be opened to investment and businessmen would be able to obtain indefinitely renewable visas for the other territory. It would become easier for businesses to set up offices and branches in the other territory and for large stakes in businesses to be sold to the other party’s investors”(Cross-Strait Service, 2014, para.1).Both governments believe this trade agreement will bring a large amount of benefits to their countries. However, the Taiwanese legislature currently ratified this agreement without due process and broke its earlier promise to allow a parliamentary review of the agreement. The Taiwanese people were aware that the agreement would arouse economic and political problems. It triggered a protest movement, the Sunflower Student Movement. Sunflower Student Movement This movement was driven by the Taiwanese...
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...Marco Crespo Professor Joyce Martin En12 07 February, 2014 Phytoremediation: Seeing Through a Beneficial Solution An accident happened on April 26, 1986, when a unexpected surge of power during a system test destroyed unit 4 of the nuclear power station at Chernobyl in Ukraine, former Soviet Union. A devastating amount of radioactive material was released into the environment. 30 kilometres around the plant around the plant was closed after the accident. About one hundred fifteen thousand people were evacuated around 1986 and in the following years, about two hundred thousand more were also forced to vacate. Sadly, the problem did not end there. Three years after the incident, the International Atomic Energy Agency (IAEA) assessed the situation around the Chernobyl. Toxic metals and radioactive emission like iodine, cesium-137, plutonium and strontium were found in the plants, soil and even animals. Ever since 1991, the Canadian Nuclear Association also noted that there is a sudden increase in the rate of thyroid cancer. This is happened because cesium-137 or radioactive cesium, with a mass number of 137, has the capability to enter the food chain and can be delivered around an internal dosage of radiation before it can be metabolically eliminated. To prevent this from spreading, livestock were only fed plants that are uncontaminated or plants that cannot accumulate heavy metals. After that, a method was introduced to clean the soil from the toxins. This is called...
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...2011 TABLE OF CONTENTS Summary ............................................................................................................. 3 Sector overview ................................................................................................... 5 Sector outlook ................................................................................................... 11 Company profiles: large agro-industrial holdings ................................................ 16 MHP (key product: poultry) .................................................................. 17 Avangard (eggs) .................................................................................... 19 Kernel Holding (sunflower oil) ............................................................... 21 Astarta Holding (sugar) ........................................................................ 23 Milkiland (dairy) ................................................................................... 25 Ovostar (eggs) ...................................................................................... 27 Company profiles: agricultural crop producers ................................................... 30 Mriya Agro Holding ............................................................................... 31 Agroton ................................................................................................ 33 Sintal Agriculture .................................................................
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...THE INTERNATIONAL UNIVERSITY, VNU-HCM SCHOOL OF BUSINESS GROUP REPORT WORKING CAPITAL SIMULATION |Course: Working Capital Management | | |Lecturer: Hoàng Thị Ánh Ngọc | | | | | | | | | | | |Group members: | | | | | | | | |Lê Thị Hương Giang – BAFNIU12101 | | | ...
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