Greg Murtland
Case 3

* The main issue in this case that Natureview Farm is that despite the fact that company has been able to remain profitable, they have been able to have a consistent level of profitability. Barry Landers, the CEO, wanted to move his company in a more positive direction. He wanted by 2001 to make sure the company could make $20 million in revenues, and asked his mangers to develop a strategy on how this would need to be done. So then the second problem had arisen of how the organization would be able to accomplish this audacious goal, causing the mangers to be divided on strategies on how to solve the problem. So the two main problems that Natureview is facing how can they generate an extra $20 million in revenue and what strategy would work best for them in order to reach this goal. * So Natureview is a yogurt company that was recently founded in 1989. The company in ten years was able to grow from $100,000 in revenues to $13 million. In 2000 Natureview produced 12 different flavored yogurts in their 8oz cups, which account for 86% of their revenues, and four 32oz cups, which make up the remaining 14%. The demographics of the people of typically purchase their products are found on the North Eastern and Western Coast. There average shopper are usually more educated and have higher earning incomes that allows them to purchase Natureview’s organic yogurts. Also of these people the majority (over 70%) of them our women who purchasing the products. Also from the article a piece I thought was interesting was that the consumer would choose products based on ingredients and whether or not the product was organic, so price isn’t a major factor. Because their target demographics fit these characteristics they tend to sell to more expensive food retailers like Whole Foods and Wild Oats, who provide organic foods to their customers.
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