Challenges For Thise

Since their biggest competitor is a foreign entity (Nestle) who uses western manufacturing practices and ingredients, one strategy may be to market heavily on the merits of all-natural ingredients. They have already joined an association which promotes domestic producers over foreign producers and should further capitalize on the gains made by this association. Substitution: Since one of the highest threats in the industry is the threat of substitution, Ice-Fili could look to diversify their offerings. This could mean producing a wider variety of food products, or it could mean selling/renting out unused capacity, particularly cold storage capacity, to other industries. Buyer Power: In order to mitigate the bargaining power of buyers, Ice-Fili may consider shifting a larger portion of their sales to direct-to-consumer channels as well as creating exclusive agreements with resellers. In addition, they could focus their marketing efforts on building brand loyalty. For products for which they aren’t able to secure licensing, such as Lakomka, they could rebrand it as “The Original” Lakomka or something similar that capitalizes on the longstanding popularity of the product. New Entrants: To combat the threat of new entrants, Ice-Fili should continue to focus on developing more efficient ways to produce ice-cream as well as the maturation of their distribution channels. If they are able to further add to

USA Today has always faced challenges and opportunities. There are several challenges have affected USA Today. The newspaper has been in the adapt quick or die stage for quite some time. Most businesses in today’s economy are facing power shifts to customers, massive increase in product selection, shifting demand patterns, and privacy, security, and ethical concerns (Ferrell & Hartline, 2014). USA Today’s biggest challenges are shifting demand patterns, changing demographic of readers, competition, distribution, production costs, and technological advances, but within these challenges there are great opportunities.

2. What are the challenges, difficulties, and/or specific adaptations Mary Kay must consider when she tries to emulate its US-based reward system in China?

Goals in the company are to find the right product for the customer’s particular needs and build a relationship with the customers

P&G will need to keep up with technology and continue with new developments if they want to remain a leader in the prestige market in Japan. In terms of short term profitability, the Japanese market is unmatched. Cesare has forecasted an earnings growth potential of 200% in 6 or 7 years based off a $150 million sales level. However, the focus should be on the Chinese market based on the long term potential for growth and profitability. All the other major market players are already present in the market so P&G don’t want to fall too behind with their competitors. Although China has a relatively small subset of their population that can afford the expensive SK-II product, it also has the highest growth rate of skin care use at an astounding 28%. With China’s economy and GDP growing at a fast rate, the potential for more able consumers of the 1.2 billion residents is seemingly limitless. Following is the breakdown of the pro’s and con’s of entering each market.

High cost of entering new markets International growth is expensive. Entering new markets with a new brand

Supermarkets are potentially a huge market for organic yogurt, considering 97% of all yogurts were purchased through this channel and 46% of organic food consumers shop at supermarkets. Two natural food companies have already entered supermarkets and in doing so have increased their revenues by over 200%. Executing a first mover strategy would be crucial if this plan were to be implemented in order to gain brand equity from new consumers who are transitioning into the organic food market. Furthermore, because price inhibits 58% of consumers from buying organic products, Natureview would have to execute

More and more foreign brands joining the market makes the level of competition is really high.

1.1: The relationship between customers’ needs and expectations are that the customer expects to be aware of the product they are purchasing from you. They expect the seller to be fully aware of the product they are selling and be able to answer a wide variety of questions regarding the product. The customer must be satisfied with the product they have purchased and the seller must be confident that the customer is likely to return and recommend the product/services to others.

Gap in the market - competitors as of yet do not offer the same level of locally sourced products.

We take pride in our goods because of our supplement predetermination; there are no tireless pesticides or manufactured manures; and we guarantee quality creature forethought to verify our items are characteristically sound and profitable. As we get a kick out of the chance to say, cheerful cows make the best milk!

Due to recent advances in technology, communication, and transportation, companies are no longer confined to just one country to market and sell their products in. This has presented many companies with global opportunities. China, one of the fastest growing countries in regard to economy and population, presents a very appealing market to businesses looking to expand. China has a growing middle class that no longer has to be as price sensitive (Barton, Chen, Yin, 2013), and this is good news for American companies that have a strong brand name and do not necessarily rely on a cheap price to sell their goods. China is also experiencing an increased demand for biscuits and crackers, but many people are also becoming more health-conscious (“Entering the Biscuit Market in China: There is Still a Chance,” 2014). These presents Nabisco, a strong brand name in the United States, the perfect opportunity to expand their graham cracker line into China.

In order to enter this highly competitive Chinese beer market, western companies should try some various less conventional tactics to entering the marketplace. As stated in the article the Chinese market is experiencing stagnant growth in their beer industry. This stagnant phase has been attributed to the Chinese economic slowdown, population aging, as well as the increased interest of Chinese consumers in comparable beverages and local brews. In order to address these concerns, western companies should figure out how to take their brand name, but make a local version of it. Making a premium local craft beer product line specifically for the Chinese market would tap into the Chinese interests in craft beers, while also simultaneously tapping into the market of younger consumers that are pushing the

This type of customer comes with perhaps the lengthiest record of criteria–and requirements. These customers want highest possible, make use of, but they also are the right classification for the supplier who wants to keep handle his organization after it is marketed. Most economical customers provide a reduced sticker cost than other kinds, but they do often allow for what may be essential to the supplier other than the money–such as choice of key workers, place, and other problems.

It is imperative for the company to understand its target customer and its need as well. All these factors act as a determinant of the overall operations of the company. A good way of analyzing these factors is through the ‘12C Framework’ (see Appendix 2) which enables the combined analysis of factors operating at both macro and micro level.