Assignment No. 1 Case Analysis (Class or Mass) A Report Submitted to By Executive Summary Neptune Gourmet Seafood, North America's third-largest seafood producer. Neptune was an upmarket premium brand, and Neptune wants to preserve its premium image among customers. Recently they made huge investment in technology to improve catching processes but in turn it leads to problem of piling up of inventory. The solution of this problem depends up on the nature
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1 November 3, 2012 Stanley Renser, Chairman and CEO Broward,Fort Laudredale, Florida 754 Dear Renser, Please find attached the analysis of the case “Class or Mass. This report examines the problem of excess inventory faced by Neptune Gourmet Seafood. The various reasons for the problem have been explored. The alternatives have been examined on basis of criteria defined. The report also provides recommendations and action plan. I hope you find this report satisfactory. Sincerely yours, Shubham
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CLASS OR MASS CASE ANALYSIS A. Executive Summary: Neptune Gourmet Seafood is having issues with what appears to be a temporary problem of excess inventory. Due to new coastal laws, investments in new freezer trawlers and fishing technology, Neptune has increased their average catch size. The demand in high-end market hasn’t been able to catch up with the increasing supply, and Neptune has been struggling with making a decision on how to deplete excess inventory (60 days) of their “Gold Label” branding
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Class- or Mass Written Analysis and Communication I Submitted to: Prof. Manaswini Acharya From : Joseph Anton To : Mr. Dan Wilson Date : 20th March 1994 Subject: Managing excess inventory issue This report includes a detailed analysis of the situation at hand and the different options available. The major criterions used for evaluation are our corporate brand and long term profitability and sales. After much analysis my recommendation
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Class – or Mass? A. Executive Summary: Neptune Gourmet Seafood is currently struggling with what appears to be a temporary problem of excess inventory. A combination of new coastline regulations and an investment in new fishing vessel technology and freezer trawlers has increased their average catch size while demand in the current segment has not grown as quickly. The Neptune management team is faced with a decision of how to clear out its excess inventory that is not moving fast enough under
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Sasha Dinh (SID 1161552) MGMT 430 - Professor Jeffrey Barden Class or Mass? I. Brief Overview Neptune Gourmet Seafood is the third-largest seafood producer in the North America that is positioned as a premium high quality brand. Their products have reputation for being fresh and one of the best on the market. By applying new technologies into fishing process, Neptune was able to increase the efficiency and catch more matured fishes while leaving the immature fishes untouched. Furthermore,
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Neptune Gourmet Seafood has three options to deal with its excess inventory problems:- Collaboration with pharmaceutical company Sell some old ships and launch ready-to-eat, fish-based meals Launch existing product in new geographic region Donation of excess inventory Collaboration of Neptune with a pharmaceutical company proves to be an opportunistic move as it creates a win-win situation for both the companies where in Neptune would be diverting its excess inventory to the pharmaceutical
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drivers as well as elasticities most relevant in the case, look at industry structure and concentration, and look at expectations of equilibriums and game theory as the future plays out. From this we can draw a conclusion and recommendation. Class or Mass Case Study The fish market is a 20 billion dollar industry (Kesner & Walters, 2005, para. 5) and one company has played a major role. Neptune Gourmet Seafood is an 820 million dollar corporation (Kesner & Walters, 2005, para. 5, 9) that has just
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throughout the United States as L’Oréal sought to bring “class to mass” in the skincare market. From his office overlooking Fifth Avenue in New York City, Joseph Campinell, President of L’Oréal’s U.S. Retail Division explained L’Oréal’s strategy for the mass market: “We sell product in the department store and specialty store channels. The research and development we do in support of those brands like Lancôme and Biotherm can be leveraged into mass market outlets as well. We call this ‘trickle down
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L’oreal of Paris: Bringing “Class to Mass” with Plenitude Group: ThomasTrain (Cindy, Debbie, Juan, Ling Ling, Sherry) Problem Statement - L’oreal Plenitude has been introduced in the US for 8 to 9 years but the brand is still not making any profit. Should L’oreal switch everything to Revitalift which is the ‘star’ product or continue their effort in building the market share of Plenitude by improving it’s value proposition in cleansers and daily moisturisers? Recommendations – The decision is
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