NatureView Farm is a yogurt manufacturer that has experienced significant growth since 1989. It now needs to increase revenues to $20 million by 2001 to satisfy its venture capital investors. The management team is considering 3 options: 1) Expanding 6 SKUs of its 8-oz yogurt line into 2 supermarket regions which risks high costs but large revenue potential; 2) Expanding its 4 SKU 32-oz line nationally which has lower risks and costs but smaller revenue potential; 3) Introducing a children's multi-pack into natural food stores which has low costs and risks but limited revenue potential. A sales projection analysis is needed to determine the best option to achieve the revenue goal.
Natureview is a yogurt company founded in 1989 that has grown steadily through the natural foods channel. It is now considering expanding into supermarkets to meet a revenue goal of $20 million by 2001. The document analyzes Natureview's history, strengths, weaknesses and options for growth. It recommends a three-pronged approach: launching 8oz cups in select supermarkets; adding new flavors and product lines; and introducing a children's multi-pack in natural foods if given more time. This strategy could generate $25.9 million in expected revenue and allow Natureview to capitalize on consumer trends and its brand strengths.
Harvard business school case study -Nature view farmManu Tyagi
This document provides background information on Natureview Farm yogurt company from 1989-2000 and analyzes options for future growth. It summarizes that Natureview was founded in 1989 in Vermont manufacturing organic yogurt and grew revenue from $100,000 to $13 million by 1999 through natural food channels using low-cost marketing. By 2000 it had expanded product lines but needed over 50% revenue growth to $20 million by 2001. Three options were considered: 1) expand top products to eastern/western supermarkets, 2) expand large size nationally in supermarkets, or 3) introduce children's multipacks in natural food channels. A financial analysis determined option 3 had the lowest risks and costs with no additional expenses required, allowing Natureview to maintain
Natureview Farm is considering options to grow its revenue beyond $20 million by 2001. Option 1 is to expand its 8-oz yogurt cups into supermarket regions, which could generate $16.1 million in revenue in 2000 and $19.3 million in 2001. Option 2 is launching a national rollout of its 32-oz cups, projected to earn $9.2 million in 2000 and $9.2 million in 2001. Option 3 is introducing children's multipacks in natural food stores, with potential revenues of $3.8 million in 2000 and $3.3 million in 2001. The recommendation is to combine Options 1 and 3 to leverage the revenue growth of supermarkets while maintaining relationships in natural food stores.
Natureview Farm was seeking to increase its annual revenue from $13 million to $20 million. It considered three options: 1) Expanding yogurt SKUs in supermarkets, 2) Launching larger yogurt cups nationally in supermarkets, or 3) Introducing children's multipacks in natural food stores. Analysis showed option 2 could generate the needed $7 million increase while maintaining relationships and involving lower costs than option 1. Option 3 would not meet the revenue goal. Therefore, the recommended decision was to launch larger yogurt cups in supermarkets.
Natureview Farm produces organic yogurt and is considering expanding its distribution channels to meet investor demands for 50% revenue growth. Its options are: 1) Expand 8oz cups into eastern/western supermarket regions, 2) Expand 32oz cups nationally in supermarkets, or 3) Expand children's multipacks in natural food stores. Option 1 offers the highest revenue potential but also the highest costs and risks given Natureview's inexperience in supermarkets. Option 2 has good margins but national distribution may be challenging within a year. Option 3 is financially attractive but does not position the company for a potential supermarket entrance. The summary recommends pursuing Option 1 to meet growth goals while gaining supermarket experience, though it carries the most challenges.
Natureview Farm is a yogurt manufacturer seeking to increase revenues from $13 million to $20 million. They have three options: 1) Expand product lines into supermarkets, requiring $1.2 million in marketing costs; 2) Launch larger 32oz sizes nationally, requiring hiring sales staff; or 3) Introduce children's multipacks in natural food stores using existing relationships. The recommendation is to go with the third option of introducing multipacks in natural food stores, as it has less financial risk but can still help meet the revenue target, without disrupting current partnerships.
Natureview Farm is a yogurt manufacturer that needs to increase revenues over 50% by 2001. It is considering three expansion options: 1) introducing 6 SKUs of 8-oz cups in eastern and western supermarket regions, 2) expanding 4 SKUs of 32-oz cups nationally in supermarkets, or 3) introducing 2 children's multipacks in natural food stores. Option 1 is projected to produce the required $20 million revenue by 2001 with lower costs and a first-mover advantage for 8-oz cups in supermarkets. While Options 2 and 3 have potential, they face greater challenges from competition or uncertainty that make them less viable to meet the revenue goal.
Natureview Farm manufactures and markets refrigerated yogurt cups. It started in 1989 and currently generates $13 million in annual revenue. To increase revenue to $20 million by 2001, three options were proposed: 1) Expand into supermarkets, 2) Expand distribution of larger 32oz cups to more supermarkets, or 3) Introduce new multipack children's yogurt products to natural food stores. Analyzing sales projections and costs, option 3 to expand in natural food stores was determined to have the lowest risks and best chance of achieving the revenue goal, while continuing to leverage Natureview's strong relationships in that channel.
Natureview Farm is an organic yogurt manufacturer founded in 1989 known for its natural ingredients, long shelf life, and high quality taste. It has experienced strong growth through guerrilla marketing and national distribution in natural food stores. The organic foods market is predicted to grow significantly in coming years. Natureview's challenge is to increase revenue by 50% in two years to attract new investors. Its options are to expand its 8oz or 32oz product lines into supermarkets or launch children's multi-packs in natural food stores. Financial projections show the children's multi-pack option has the highest margins and lowest costs.
Natureview Farm, an organic yogurt manufacturer, needed to increase revenue from $13 million to $20 million. They considered three expansion options: 1) launching 8-oz cups in supermarkets, 2) launching 32-oz cups in supermarkets, or 3) launching children's multi-packs in natural food stores. Expanding 32-oz cups in supermarkets was determined to be the most suitable option as it had the potential to generate $7.8 million in increased annual revenue with lower additional marketing costs and without affecting existing natural food store relationships.
HARVARD BUISNESS CASE REVIEW. (Titled : NATUREVIEW FARM)
This is the solution to one of the many cases that are available at HBR.
Feel free to pass on to your mates :).
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
This case study is about Culinarian Cookware, a US cookware manufacturer. Key points:
- The US cookware market is $3.36 billion but potential is unexplored and competition is high. Culinarian lacks marketing funds and brand awareness.
- Culinarian's product lines include CX1, DX1, SX1, and PROX1. In 2004 they ran a price promotion that had a negative effect.
- Data shows their revenue grew 21% in 2006 but they need promotion for slow-moving products. Competitor market shares range from 18% to 3%.
- Culinarian's revenue and ad spending increased from 2002-2006 but distribution is mainly
This document provides an overview of Optical Distortion Inc.'s plans to address cannibalism in the poultry industry by developing contact lenses for chickens. It discusses cannibalism issues in chickens and debeaking as a common solution. It then outlines ODI's lens technology, market analysis, pricing strategy, and break-even point analysis. ODI plans to enter key markets, target large farms, and initially price lenses at $0.28 per pair through a skimming strategy to maximize profits and fund R&D before competition emerges once their patent expires in 3 years.
Natureview Farm produces yogurt and is seeking to expand its revenues. It is considering three options: 1) Expanding its 8 oz cups into supermarket regions, 2) Expanding its 32 oz cups nationally in supermarkets, or 3) Introducing multipacks in the natural foods channel. Option 1 has the highest projected revenue at $31 million but also the highest expenses. Option 2 has lower promotion costs but uncertainty around distribution. Option 3 has the strongest profit potential but may not meet the revenue growth target. Based on the analysis, the decision is made to pursue Option 1 and expand 8 oz cups into supermarkets to leverage high demand and gain first mover advantage as a natural brand.
Harvard Business Case Study Colgate-PalmoliveShubham Gautam
Colgate launched the Precision toothbrush in 1992 using a unique three-length bristle design developed through infrared motion analysis. The Precision was more effective at removing plaque and reducing gum disease than competitors' brushes. Product manager Susan Steinberg had to determine how to position, brand, and market the Precision to maximize its potential in the toothbrush market dominated by Oral-B, Johnson & Johnson, and other competitors. A SWOT analysis identified Colgate's brand strength and market penetration as strengths but also competition and potential cannibalization of other Colgate products as weaknesses to consider in the Precision launch strategy.
Natureview Farm produces refrigerated cup yogurt using natural ingredients. It sells its products through natural food stores. The company is seeking new investors as its current VC firm wants to cash out. Management is considering 3 options to grow revenue to $20 million by 2001: 1) Expand 6 SKU's of 8oz cups into northeast and west supermarkets, 2) Expand 4 SKU's of 32oz cups nationally, 3) Introduce 2 SKU's of a children's multi-pack into natural food stores. Option 1 has the highest revenue potential but risks channel conflicts. Option 2 has lower promotional costs but risks from ambitious national expansion. Option 3 has the lowest risks but also the lowest revenue potential.
Dave Robinson is evaluating promotional strategies for Boots' line of professional haircare products. The options are a "3 for 2" deal where customers get 3 products for the price of 2, a buy-one-get-one-free deal, or a 50p on-pack coupon. While the "3 for 2" strategy has the lowest estimated profit increase, it has the benefit of being unique to Boots and harder for competitors to copy. Considering Boots' relationships with celebrity hairdressers and the importance of protecting its leadership in the haircare segment, Dave decides that a "3 for 2" promotion is the best choice.
Presentation on Analysis of Harvard Case: Natureview Farm
This was created by Pearl Gupta, PEC University of Technology during the course of a marketing internship under Prof. Sameer Mathur
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
Natureview Farm is a small yogurt manufacturer that has seen significant growth since 1989. To further increase revenues to $20 million by the end of 2001, senior management presented three strategic options: 1) Expand 8-oz cup products into supermarket channels, 2) Expand 32-oz cup sizes nationally, or 3) Introduce a children's multi-pack into natural food stores. Each option was analyzed based on projected sales, costs, risks and impact on retailer relationships. Ultimately, introducing the children's multi-pack (Option 3) was recommended as it carried the lowest costs and risks while allowing the company to leverage its position in natural food stores.
This document describes Natureview Farm, a small yogurt manufacturer founded in 1989 in Vermont. It discusses Natureview's executives, finances, product lines, distribution channels, and competitors. The company is considering three options to grow revenues by 50%: 1) Expanding 6 SKUs into supermarkets, 2) Expanding 4 large-size SKUs nationally in supermarkets, or 3) Adding 2 children's multipack SKUs in natural food stores. The third option is deemed most viable as it requires the least investment and can generate $20 million while allowing Natureview to stay within its capabilities and keep its current consumers and distribution channels happy.
An analysis of the Harvard Business Review case study on Natureview Farm.
This presentation was created by G.Krupakhar, IIITDM Kancheepuram during a marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Natureview Farm produces yogurt and wanted to grow revenues over 50% by 2001. They considered 3 options: 1) expand 6 SKUs into supermarkets, 2) expand 4 SKUs of 32oz cups nationally, or 3) introduce children's multi-packs in natural foods stores. Option 3 had the fewest costs and risks while leveraging Natureview's brand in its core channel. It was selected as the best path forward.
The document summarizes 3 options for Natureview Farm to grow its revenues to $20 million by 2001: 1) Expand 6 SKU's of 8oz yogurt into 1-2 supermarket regions, 2) Expand 4 SKU's of 32oz yogurt nationally, 3) Introduce 2 SKU's of a children's multi-pack into natural food stores. Each option has advantages and risks regarding distribution, costs, and impact on existing sales channels. A decision between supermarket expansion versus staying in natural/organic stores must consider these tradeoffs.
This case study examines Natureview Farm, a small yogurt manufacturer, and its objectives to increase revenues to $20 million by the end of 2001. It discusses analyzing the yogurt market and consumer, sales and distribution processes for supermarket vs natural food stores channels, and analyzes the management team's three options to meet revenue goals. The recommended option is to expand 6 best-selling 8oz SKUs into 1-2 supermarket regions to test market entry while minimizing risks and costs compared to the other options.
Natureview Farm was founded in 1989 and generated less than $100,000 in revenue initially by selling yogurt in 8oz and 32oz cups in vanilla and plain flavors. By 1999, revenue grew to $13 million. In 2000, Natureview introduced 12 refrigerated yogurt flavors in 8oz cups and 4 flavors in 32oz cups, and began exploring multipacks.
To increase its valuation for a potential acquisition, Natureview needs to increase its 1999 revenue of $13 million to $20 million by the end of 2001. Natureview is considering expanding into supermarkets but faces high costs. The options are: 1) expanding 6 SKUs into 1-2 supermarket regions, 2) expanding 4 SKU sizes nationally in 32
Natureview Farm was founded in 1989 and generated less than $100,000 in revenue initially by selling yogurt in 8oz and 32oz cups in vanilla and plain flavors. By 1999, revenue grew to $13 million. In 2000, Natureview introduced 12 refrigerated yogurt flavors in 8oz cups and 4 flavors in 32oz cups, and began exploring multipacks.
To increase its valuation for a potential acquisition, Natureview needs to increase its 1999 revenue of $13 million to $20 million by the end of 2001. Natureview is considering expanding into supermarkets but faces high costs. The options are: 1) expanding 6 SKUs into 1-2 supermarket regions, 2) expanding 4 SKU sizes nationally in 32
The document discusses options for a yogurt manufacturer to achieve $20 million in revenue by 2001. Option 3 of expanding the children's multipack into the natural foods channel is recommended. This option has the lowest costs while allowing the company to dominate over half of the fast-growing natural foods channel and achieve strong profits. Entering the competitive supermarket channel carries high risks that could hurt existing retailer relationships and market share. Overall, option 3 provides the best financial outcome with a long-term vision for the natural foods channel.
The Presentation is on study of a manufacturing company, and its expected endorsement in new channel with target among target customers. Its pros and cons in distribution through new channels.
Natureview Farm produces yogurt using natural ingredients. It grew from $100,000 to $13 million in revenue from 1989 to 2000. It needs to increase revenue over 50% to $20 million by 2001 for its VC investors. It considers expanding its 8-oz and 32-oz yogurts or children's multipacks into new channels like supermarkets or natural food stores. Analysis shows expanding the 8-oz size into supermarkets offers the highest projected revenue of $31 million, allowing it to meet its funding goal while gaining a foothold in the larger supermarket channel.
This presentation regarding a case study of the Natureview Farm was created by Tejus Vamshi K of NIT Trichy during a marketing management internship under Prof. Sameer Mathur of IIM Lucknow.
This case study analyzes the journey and strategies of Natureview Farm, a small yogurt manufacturer located in Vermont. Natureview Farm aimed to increase its revenue from $13 million in 1999 to $20 million by 2001 due to pressure from venture capitalists to cash out. It was considering three options to expand its distribution channels and increase sales: 1) Expand six 8-oz yogurt SKUs into one or two select supermarkets, 2) Expand four 32-oz yogurt SKUs nationally in supermarkets, or 3) Introduce two children's multi-pack SKUs into natural food stores. The best option to achieve the $20 million revenue goal within one year was determined to be the first option of expanding the popular 8-oz
Natureview Farm is a small yogurt manufacturer that started in 1989. By 2000, it produced 12 yogurt flavors in 8-oz cups and 4 flavors in 32-oz cups. It had strong relationships with natural foods retailers like Whole Foods and Wild Oats. While it had experienced growth, it struggled with consistent profitability. Management was considering three options: 1) Expanding its 32-oz sizes nationally, 2) Introducing multi-pack yogurts in natural foods stores, or 3) Remaining focused on natural foods stores. Analyzing costs, competitive advantages, and risks, remaining focused on natural foods stores (Option 3) was recommended as it had the lowest costs and risks given Natureview's strong relationships in
Natureview Farm is a yogurt manufacturer founded in 1989 in Vermont. It produces refrigerated cup yogurt and has grown successfully through emphasis on natural ingredients and quality. The company is seeking to grow revenues over 50% by expanding distribution. Three expansion options were considered: 1) introducing 8-oz cups into supermarkets, 2) expanding 32-oz cups nationally, or 3) introducing children's multipacks to natural food stores.
Natureview Farm was founded in 1989 and grew its revenue from less than $100,000 to $13 million by 1999. It needed to increase revenue to $20 million by 2001 to satisfy investors. Three expansion options were considered: 1) expand 8-oz yogurt into supermarkets, 2) expand 32-oz yogurt nationally, or 3) introduce multipacks into natural food stores. Option 1 was chosen as it was the only option that could meet the revenue target, allowing Natureview to leverage its organic credentials with large supermarket customers and appeal to a wide customer base with its 8-oz size. Options 2 and 3 showed higher profit margins but could not generate sufficient revenue on their own.
Natureview Farm is a yogurt manufacturer founded in 1989 that uses milk from cows not treated with artificial growth hormones. It entered the market with 2 flavors and saw revenues grow from less than $100,000 to $13 million in 10 years. To meet a goal of over 50% revenue growth by 2001, it considered expanding distribution. Options included expanding 8oz cups or 32oz sizes into supermarkets, which would require promotional spending, or launching multi-packs in natural foods stores, leveraging existing relationships and requiring no added costs.
The document discusses the background, issues, options, and financial considerations for Natureview Farm yogurt company as it considers expanding its distribution channels. It is currently in the natural food channel and is considering entering the supermarket channel through one of three options: 1) expanding 6 SKUs of its 8-oz yogurt into eastern and western supermarket regions, 2) expanding its 4 SKUs of 32-oz yogurt nationally in supermarkets, or 3) introducing two children's multipack SKUs in the natural food channel. Option 3 has the lowest financial risk as it requires no additional marketing, broker fees, or slotting fees and allows the company to focus on its strong relationships and positioning in the growing natural food channel where it has a sustainable competitive
Natureview Farm is a yogurt company that has grown from $100,000 in revenues in 1989 to $13 million in 2000. They are considering three options to further grow revenues to $20 million: 1) Expand six 8-oz product SKUs into supermarket regions, 2) Expand four 32-oz SKUs nationally in supermarkets, or 3) Introduce two children's multipacks into natural food stores. Option 1 has the highest revenue potential but also requires a large marketing budget and risks direct competition with national brands. Option 2 provides higher margins than 8-oz cups but increases expenses. Option 3 enhances existing channel relationships, provides high margins, and has lower marketing costs and risk of competitive response.
Natureview Farm is a yogurt producer considering three options to increase revenue from $13 million to $20 million by 2001: 1) Expand 8oz cups into supermarkets, 2) Expand 32oz cups nationally into supermarkets, or 3) Launch children's multipacks in natural food stores. After analyzing the risks and benefits, they decide to pursue option 1 of expanding 8oz cups into select supermarkets in the Northeast and West regions due to the high demand for 8oz cups and potential for significant revenue growth in the supermarket channel.
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The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Blog Post to SlideShare Presentations For Website TrafficSarah Arrow
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TRAINING OUTLINES
Build Dashboard and Admin Panel for the Client
Adding Auto Pagination Script to control content on the PHP result page
Upload and Publish Files, Images and Video Dynamically
Configure a payment gateways API for accepting online payment
Embedding Google and Social Media APIs like Google Direction Maps, Charts
Adding Ajax to generate elastic search and auto suggestion list
Enabled Refine Search like Colors, Size, Price for a e-commerce website
Write Mails and Alert Notification Scripts for Users
SMS Integrations for Payment, OTP and account confirmation
Various verifications, captcha and approval ways to automate account
User Controls like Login, Signup, Manage Profile, Logout, Get Password etc
Collecting and displaying data from SQL using Joins and procedures
Enabling dynamic data ready for the JSON So we could parse it for other APIs
Manage a Hosting account, Uploading Backup and SQL, panel Management.
Digital marketing metrics every one must know in 2024Digital Scape
The "Digital Marketing Metrics" PDF by Digital Scape provides a detailed guide to essential metrics used in digital marketing. It explains the importance of metrics in tracking and optimizing marketing efforts, offering definitions, formulas, and examples for each metric. The document covers metrics such as Return on Ad Spend (ROAS), Customer Lifetime Value (CLV), Cost of Acquisition (COA), Click Through Rate (CTR), Conversion Rate (CVR), Cost Per Sale (CPS), Bounce Rate, and Lead Conversion Rate (LCR). The aim is to equip marketers with the knowledge needed to make data-driven decisions and enhance campaign performance.
Learn what is metrics, difference in metrics, different types of metrics and calculation.
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Digital marketing typically refers to online marketing campaigns that appear on a computer, phone, tablet, or other device. It can take many forms, including online video, display ads, search engine marketing, paid social ads and social media posts. Digital marketing is often compared to “traditional marketing” such as magazine ads, billboards, and direct mail. Oddly, television is usually lumped in with traditional marketing.Digital marketing encompasses all marketing efforts that utilize electronic devices and the internet. It includes various online channels such as search engines, social media, email, websites, and mobile apps to connect with current and prospective customers. Key components of digital marketing include:
Search Engine Optimization (SEO): Optimizing websites to rank higher in search engine results pages (SERPs) to increase organic (non-paid) traffic.
Search Engine Marketing (SEM): Using paid advertising on search engines like Google to drive traffic to websites through paid search listings.
Social Media Marketing: Utilizing social media platforms (e.g., Facebook, Instagram, Twitter, LinkedIn) to connect with audiences and promote products or services.
Content Marketing: Creating and distributing valuable, relevant, and consistent content to attract and engage a target audience.
Email Marketing: Sending personalized messages to a targeted audience via email to promote products, services, or events.
Affiliate Marketing: Partnering with other businesses or individuals to promote products or services and earning commission based on sales generated.
Influencer Marketing: Collaborating with influencers (individuals with a dedicated social following) to promote products or services to their audience.
Online PR (Public Relations): Managing a brand's online presence and reputation through various online channels.
Analytics and Data-driven Marketing: Utilizing data and analytics tools to measure and optimize marketing campaigns' performance.
Mobile Marketing: Targeting users on mobile devices through mobile-optimized websites, apps, SMS, and other mobile channels.
Digital marketing offers businesses a cost-effective way to reach a global audience, measure campaign effectiveness in real-time, and adjust strategies based on data and insights. It continues to evolve with advancements in technology and changes in consumer behavior, making it essential for businesses to stay updated with current trends and best practices.
Digital marketing uses digital channels to promote a product or service.
Using digital marketing techniques and strategies helps businesses reach their target audience, engage with them, and ultimately convert them into customers.
Examples of digital marketing include SEO, PPC, social media marketing, content marketing, and leveraging traditional offline media for advertising.
Offline digital marketing includes out-of-home advertising, TV marketing
Importance of SEO to support holistic marketing strategies and the rise of n...JessicaRedman5
A presentation for the Digital Marketing World Forum by Jessica Redman and Andrew Fox.
Discussing how SEO supports across numerous marketing channels and how user search behaviour is changing.
Discover how to optimise social media posts for discoverability and learn about Topical Domination.
PHP (Hypertext Preprocessor) is a widely-used open-source scripting language that is particularly suited for web development and can be embedded into HTML. It is primarily used for server-side scripting but can also be used as a general-purpose programming language. PHP is renowned for its simplicity, flexibility, and ease of integration with various databases and web servers, making it one of the most popular languages for building dynamic websites and web applications.led by Mr. Hirdesh Bharadwaj, is an ideal choice for summer training in PHP in Delhi. With Mr. Bharadwaj's extensive 15 years of experience in the field, Webs Jyoti offers top-notch training in PHP development.
One notable aspect of Webs Jyoti is its unique approach. It's not just a training institute but also functions as a development agency. This means that students not only receive theoretical knowledge but also gain practical experience by working on real-world projects.Ducat offers comprehensive PHP training with a strong focus on practical implementation and live projects. Their course covers the latest industry standards and trends, ensuring that students are well-prepared for job placements .
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Each of these institutes has its own strengths, so you might choose one based on specific criteria such as course content, faculty experience, or placement records.Webs Jyoti: This institute provides 100% practical classes, study materials written by the founder, and training on 2-3 live projects. They also offer job placement assistance and grooming sessions for job seekers.Webs Jyoti ensures that students receive top-notch education and support to kickstart their careers in coding and software development.One notable aspect of Webs Jyoti is its unique approach. It's not just a training institute but also functions as a development agency. This means that students not only receive theoretical knowledge but also gain practical experience by working on real-world projects. Mr. Bharadwaj's extensive 15 years experien
In today's fast-paced business world, providing excellent client service is crucial for success. This report, "Client Service Management: Principles and Insights for Excellence," explores the basic principles and practical tips needed to manage client relationships effectively. Good client service goes beyond just solving problems; it’s about building strong, lasting relationships that keep clients happy and loyal. In this report, you will find clear explanations and real-life examples that will help you improve how you interact with and support your clients. Whether you’re experienced or new to client service, the insights here will guide you in delivering outstanding client experiences and service models
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Training devistation provides quality training in digital marketing.
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7. Since
1989 ,
revenue
s had
grown
from
less
than
$100,000
to $13
million.
entered the
market with
8-ounce (oz.)
& 32-oz. cup
sizes of
yogurt in 2
flavors—
plain ,
vanilla.
•Later
added
flavors to
both sizes.
Flavored
yogurt
productio
n – led to
brand
extension
;increased
revenues
& need for
new
equipment
Grew
quickly
to
national
distributi
on &
shared
leadersh
ip in the
natural
foods
channel.
Aided
by
creative
, low-
cost
“guerill
a
marketi
ng”
tactic
EARLY YEARS
8. By 2000,
produced
•12 flavors in
8-oz. cups
(86%
revenues)
• 4 flavors in
32-oz. cups
(14%
revenues).
started
exploring
multipack
yogurt
products
(children’s 4-
oz. cups and
yogurt
packaged in
tubes)
a typical
case
shipped to
retailer
•12 cups
for the 8-
oz.
•6 cups for
the 32-oz.
Developed
strong
relationships
with leading
natural foods
retailers chains
ex -
• Whole Foods
($1.57 billion
revenues in 1999)
• Wild Oats ($721
million revenues
AS OF 2000
9. Now NatureView management have to find another
investor or position itself for acquisition, & increasing
revenues was critical in order to attain the highest possible
valuation for the company.
The VC firm now needs to cash out of its investment in
NatureView.
No one questioned Wagner’s recommendation in 1997 that
NatureView arrange for an equity infusion from a venture
capital (VC)
Jim Wagner ,in 1996 as CFO -developed financial controls
that brought steady profitability to the company
Despite the growth that NatureView Farm had been able to
achieve since it began in 1989, the company - long struggled
to maintain a consistent level of profitability
11. VC firm now needs to cash out of
its investment
The management team needs to
find a way to increase the firm’s
revenues to $20 million by the
end of 2001
Still need to take decision
regarding its entry in super
market channel
If the company enters supermarket
channel then how to retain its
traditional channel retailers ,
customers n suppliers?
SITUATION ANALYSIS
13. 4
ISSUES
HOW WILL THE
COMPANY
MAKE
REVENUE $20
MILLION TILL
END OF 2001?
THE REFRIGERATED
YOGURT CATEGORY
AND THE YOGURT
CONSUMER
THE SALES AND
DISTRIBUTION
PROCESS:
SUPERMARKET
CHANNEL VS.
NATURAL FOODS
STORES
ANALYSIS OF THE
SENIOR
MANAGEMENT
TEAM’S THREE
OPTIONS
15. To increase its revenue by year
end -
1.It needs to increase its product
sales
2.Cut down on total cost incurred
3.Increase efficiency
4.Increase product life & quality
16. INCREASING SALES BY:
Increasing its manufacturing - increase shelf space ;
increasing more no. of packs in its typical case .
Increase number of cases in each size that it
supplies to its distributors , retailers and natural
food channels.
Enter supermarket channel & explore other
existing channels (the firm’s traditional
distribution channel was natural foods stores till
now)
Brand extension in same line – increase flavors or
related yogurt products .
18. YOGURT SALES DISTRIBUTION
CHANNELS
% Sales
supermarket
natural foods
stores
Warehouse Clubs,
Convenience stores,
Drug stores, and Mass
merchandisers.
Limited revenue
generation
DOMAINANT CHANNELS OTHER CHANNELS
19. % OF ORGANIC CONSUMERS
BUYING ORGANIC PRODUCTS
FROM ?where did they buy ?
20. CONSUMER & HOUSEHOLD
SURVEY RESULTS
0% 20% 40% 60% 80%
Price was barrier in
purchase of organic
products
Would buy more organic
product if it were less
expensive
Need for a wider selection
of organic product in
supermarkets
% US HOUSEHOLDS &
CONSUMERS
23. CONSUMER DISTRIBUTION
6/8OZPACKS
• Target -
Women
• Favorability
– all flavors
in market
CHILDREN'SMULTIPACKS
• Target –
children &
mothers
•6, 4-oz.
cup
servings
•8, 2-oz.
tubes
• Favorabilit
y – all
flavors in
market
32OZPACKS
• Target –
‘heavy’
yogurt
consumers
• Used for
preparing
dishes like
smoothies
• Favorability
– plain &
vanilla
25. Smaller manufacturers ex:
NatureView Farms use sales
brokers to sell their yogurt - both
natural foods and supermarket
chains
For yogurt, the broker’s fee - 4% of
manufacturer’s sales
Broker’s fees - typically accounted
for in SG&A (Sales, General &
Administrative) expense.
27. Monitor sales trends, esp. of
new items, by region, area,
& store, using sophisticated
scanner technology.
Relatively streamlined
distribution systems allows
to maintain lower prices.
Suppliers -> Large
distribution center ->
Chain’s warehouse.
Markup on each product
by intermediaries. Typical
Distributor margin - 15% &
Retailer Margin-27%.
SUPERMARKETS
CHANNEL
28. ADDITIONAL
EXPENSES
Refrigerated yogurt, slotting fee
averaged - $10,000 per SKU per
retail chain.
For 8 different flavors in 8-oz packs
- $80,000 /retail chain
Northeast, Midwest, and Southeast of
the U.S., advertisements -$7,500 (for
the size typically used by firm’s
competitors. ) In the West, same
advertisements - $15,000 per ad per
retailer.
Nationally, they cost $8,000 on
average
30. Typically charge
higher retail prices
for the same
products than
supermarkets .
Distributors deliver
product to individual
stores, sometimes
stock the shelves &
track paperwork.
Manufacturer ships
products ->
Wholesaler ->
Distributor ->
Retailer
Intermediaries “break
cases”. Typical natural
foods Wholesaler
Margin 7%, Distributor
Margin 9% Retailer
Margin 35%.
NATURAL
FOODS
CHANNEL
31. ADDITIONAL
EXPENCES No slotting fees charged by
natural foods retailers .
Require a 1-time allotment of 1
free case of product for every
new SKU authorized for
distribution in its 1st year.
Minimal advertisement fee
( all regions)
36. Expand 6 SKUs of the 8-oz.
product line into one or two
selected supermarket channel
regions
The 6 SKUs chosen were the best-
selling SKUs of the 8-oz. line
37. ARGUMENT BASED ON 3 KEY POINTS
8-oz. cups - represent the largest dollar , unit
share of the refrigerated yogurt market-
providing significant revenue potential.
Silk Soymilk & Amy’s Organic Foods- increased
revenues by over 200% within 2 years of
entering supermarkets. Natureview , uniquely
positioned to capitalize on the growing trend in
natural & organic foods in supermarkets.
More competitors planning on extension to
supermarket hence retailers would likely
authorize only one organic yogurt brand.
38. DRAWBACKS
OF OPTION 1
Higher
risks
and
costs.
The 8-oz. size -
highest level of
competitive trade
promotion &
marketing
spending.
Supporting this cup size
would require quarterly
trade promotions and much
Marketing budget.
advertising plan (television,
radio, outdoor & print
advertising) estimated to
cost $1.2 million per region
per year + Trade promotions
SG&A expenses -
increase - $320,000 /year
($200,000 + sales staff
managing supermarket
brokers in the 2
regions; $120,000 -
towards additional
marketing staff)
41. ARGUMENT BASED ON 3 KEY POINTS
32-oz. cups - smaller unit & dollar share of the
yogurt market but generate above-average gross
profit margin for Natureview (43.6% vs. 36.0% for
the 8-oz. line).
Strong competitive advantage - product’s longer
shelf life, fewer competitive offerings in this size.
Achieved a 45% share of 32-oz segment in the
natural foods channel. Company can sell approx.
5.5 million incremental units in the first year.
Slotting expenses -higher because of national
distribution , Promotional expenses - lower(32-oz.
size promoted only twice a year.)
For a 32-oz. expansion, marketing expenses
significantly lower —only 10% of cost for 8-oz. size
in each region i.e. $120,000 / region per year
42. DRAWBACKS
OF OPTION 2
Risk whether new
users would
readily “enter the
brand” via a multi-
use size .
Additions to sales
headcount for the
32-oz. expansion
option - increase
SG&A expenses
by $160,000.
Need to hire sales personnel
– should experience selling to
the more sophisticated
supermarket channel ; need
to establish relationships with
supermarket brokers
Sales team’s
inability to
achieve full
national
distribution in
mere 12 months
44. Introduce 2 SKUs of a
children’s multi-pack into
the natural foods channel
45. ARGUMENT BASED ON 5 KEY
POINTS
Expansion into the supermarket channel will affect
relationships with leading natural food channel retailers
According to Riley NatureView lacks in necessary
resources / skill-set to sell effectively to & through
supermarkets
NatureView’s all-natural ingredients - provide the perfect
positioning to launch its own children’s multi-pack product
offering into their core sales channel.
Financial potential - very attractive ; sales & marketing
expenses in this channel –lower.
Natural foods channel growing almost 7 X faster than
supermarket channel; Firm’s brand extension - further boost
sales performance;5-year projected unit growth CAGR of
yogurt - to be 15%, according to industry market research.
46. DRAWBACKS
OF OPTION 3
Natural foods channel would
soon make demands - like
those that Riley feared from
supermarkets (real
marketing plan; more
demands from logistical &
technological standpoint
compared with distribution
partners)
Retailers were
likely to
demand more
and more as
they grew.
51. I •According to cost analysis - option 3 is the best choice
II
•Taking other factors into consideration such as
retailer , distributor relations option 3 contains no
risk of loosing any but option 1 & 2 does
III
•Also in case of option 2 & 3 sales teams capability for
expansion is questionable
IV
•Number risks to firm in option 3 is least so
cumulatively it’s the best option for increasing
revenue for the company with maximum probability
of success
INFERENCES
53. What is Nature View farm?
Who are the key people ?
Early years
As of 2000
Situation analysis
4 issues
How to increase revenue
Ways To increase sales
Survey exhibits
Factors used for yogurt selection
Super market channel – facts , additional
expenses
Natural channel – facts , additional expenses
Options 1 ,2 ,3 and their respective drawbacks
Problem analysis , Differences & inferences
55. DISCLAIMER
Created by Esha Singh , Bits
Pilani , during a Marketing
Internship by Prof. Sameer
Mathur ,IIM Lucknow