...Ice-Fili case analysis 1. Please provide an in-depth five forces analysis to illustrate the competitive environment for Russia’s ice cream industry. How is it likely to evolve? Five forces analysis: 1) The bargaining power of suppliers * As some producers such as Ice-Fili wanted to keep their product’s quality level, they imported specific raw materials, but they didn’t have a problem in finding new suppliers. * As the technology of Russia was lagged behind Western’s, Ice cream producers needed to import most of their ice cream machines. The bargaining power of suppliers for raw materials is low, while for facilities is high. 2) The bargaining power of customers * There are various ice creams in Russia, so customers have many choices and low loyalty to a certain kind of ice cream. * Ice cream is really appreciated in Russia, customers eat it even in Winter. The bargaining power of customers is moderate. 3) Threat of potential entrants * Barriers to entry are low, profit can be easily made (as ingredient’s cost can be moderate), facilities can be use for other items, and economies of scale can be made (as the unit cost decreases when the total production rises). * Moreover, a new producer can easily find a distribution channel, because multiple companies are willing to sell ice cream, it isn’t a monopolistic market. Threat of potential entrants is high. 4) Threat of potential substitutes * In Russia, Ice Cream is considerate...
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...Ice Fili – Case Analysis Introduction Ice Fili, is historically one of Russia’s best ice cream producers, led by Chief Executive Officer Anatoliy Shamnov. After surviving being controlled by the Soviet Regime, warding off local competitors, and continuing success through the collapse of the Russian market in 1998. They have not been able to sustain steady growth of market share, and are facing increased competition from fierce rivals Nestlé. Following the time of the market collapse, they had peaked at 10.37% in 1997, and have lost more than 50% of its shares in 2002, with a recorded low of 4.3%. The industry is a very saturated one, and with increased competition from rival Nestlé, Ice Fili will need to analyze the external and internal environments, and improve their business strategy to help increase market share. Environment – PEST Political Segment The political trend that may have major implications on the strategy for Ice Fili, starts with the Association of Russian ice Cream lobbying to redefine GOST. This would set a minimum state standard for ice cream, allowing Ice Fili an opportunity to increase their market lead, because of their domestic ice cream. This would most likely have Nestlé change their operations and use fewer preservatives. Another political trend that would have implications is the change in Russian economy, to a free market enterprise, with no money implications for international companies to sell in Russia, this would hinder market share...
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...company Ice-Fili at the end of fiscal year 2002. It’s the oldest Russian ice cream producer. It originated from the former state-run Soviet company Moshladokombinat N 8. In 1992 it was privatised and registered as a private jointstock company under the name Ice-Fili. Its CEO is Anatoliy Vladimirovich Shamanov. He transitioned the company to a privatized for-profit firm after the dissolution of the Soviet Union in 1991. The transition was successful; it could hold its good market position and remains the largest Russian ice cream producer in the year 2002. All information about the company, the competitive environment and the political situation used in the following article are derived from the Harvard Business School Case Ice-Fili (Rukstad, Mattu, & Petinova, 2003). 2. External Analysis In this part it will be looked at the Russian ice cream industry. Therefore, an industry definition will be given. Its structure will be highlighted and from there on, the threats for Ice-Fili will be examined. 2.1 The Russian ice cream industry In the case of Ice-Fili we deal with the Russian ice cream industry. It concerns the production of frozen ice cream products from the raw material to the selling of the different sorts of ice. The original Russian ice cream consists only of natural ingredients. The people love its unique flavour that comes mainly from the high percentage of milk fat which makes it less sweet and more aerated than the western products. The Russian ice cream...
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...In: Business and Management Ice Fili Case Analysis Ice Fili – Case Analysis Introduction Ice Fili, is historically one of Russia’s best ice cream producers, led by Chief Executive Officer Anatoliy Shamnov. After surviving being controlled by the Soviet Regime, warding off local competitors, and continuing success through the collapse of the Russian market in 1998. They have not been able to sustain steady growth of market share, and are facing increased competition from fierce rivals Nestlé. Following the time of the market collapse, they had peaked at 10.37% in 1997, and have lost more than 50% of its shares in 2002, with a recorded low of 4.3%. The industry is a very saturated one, and with increased competition from rival Nestlé, Ice Fili will need to analyze the external and internal environments, and improve their business strategy to help increase market share. Environment – PEST Political Segment The political trend that may have major implications on the strategy for Ice Fili, starts with the Association of Russian ice Cream lobbying to redefine GOST. This would set a minimum state standard for ice cream, allowing Ice Fili an opportunity to increase their market lead, because of their domestic ice cream. This would most likely have Nestlé change their operations and use fewer preservatives. Another political trend that would have implications is the change in Russian economy, to a free market enterprise, with no money implications for international companies...
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...Executive Summary Ice-Fili had been successful in the past, surviving various tumultuous times including the transformation of the Russian closed economy into an open economy and the financial crisis in 1998. As Russia’s largest domestic ice cream producer, they had held onto their market leadership for many years. However, increasing competition from foreign companies, along with the emergence of regional producers of ice cream led to Ice-Fili’s market share erosion in the recent years. Porter’s five forces model was the primary method to analyze Ice-Fili’s industry and its competitiveness in the industry. Segmentation analysis was used for further study of the ice cream industry in Russia. The analysis was carried on key variables like distribution channel, buying behavior, geographic locations, and product characteristics. Based on this model, various alternatives were considered. From these alternatives, it was possible to form a recommendation: Ice-Fili will need to focus on the strengthening of its distribution channel through various efforts including marketing and raising of capital while focusing on its long history and brand recognition. Above all, availability of its product to the consumers is the key to Ice-Fili’s success. Porters Five Forces In order to analyze the industry and environment of Ice Fili, Porter’s five forces model will be used to assess its competitiveness in the market. An illustration of the model specific to Ice Fili is displayed in Exhibit...
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...Spring 2006 Ice-Fili: Winning Strategem in a Contemporary Venue -Team 5- 900-22-7377 904-46-8228 904-47-4673 904-50-0701 904-50-7922 904-52-3718 February 13, 2006 Executive Summary Ice-Fili had been successful in the past, surviving various tumultuous times including the transformation of the Russian closed economy into an open economy and the financial crisis in 1998. As Russia’s largest domestic ice cream producer, they had held onto their market leadership for many years. However, increasing competition from foreign companies, along with the emergence of regional producers of ice cream led to Ice-Fili’s market share erosion in the recent years. Porter’s five forces model was the primary method to analyze Ice-Fili’s industry and its competitiveness in the industry. Segmentation analysis was used for further study of the ice cream industry in Russia. The analysis was carried on key variables like distribution channel, buying behavior, geographic locations, and product characteristics. Based on this model, various alternatives were considered. From these alternatives, it was possible to form a recommendation: Ice-Fili will need to focus on the strengthening of its distribution channel through various efforts including marketing and raising of capital while focusing on its long history and brand recognition. Above all, availability of its product to the consumers is the key to Ice-Fili’s success. Porters...
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...Dr. Carduff Executive Summary: “Ice-Fili Case” “You cannot defeat a nation that enjoys ice cream at minus 40 celcius”- Winston Churchill. Ice-Fili has been a strong competitor in Russia’s frozen ice cream market since before the cold war. It has survived through the transition of government and privatization in 1992, and has continued to make its presence known throughout Moscow and the surrounding areas through the turn of the 21st century. However, surviving change is an everlasting battle. Recently, consumer tastes are drastically westernizing with the introduction of large refrigerators enabling households’ ability to store cartons of ice cream at home. This has allowed supermarkets to make a substantial impact in terms of ice cream market share. The change in consumer taste, combined with management issues, operating inefficiencies, and poor distribution, has placed Ice-Fili in need of strategic decision making to aid its future success. In order to combat these changes, we as consultants have devised two major strategies through financial and market analysis that we feel will help Ice-Fili to regain a strong foothold in the Russian ice cream market. These strategies have been designed to create stronger consumer demand for Ice-Fili’s 150 ice cream products, increase Ice-Fili’s distribution and marketing efficiency, and maximize sales revenues. We believe that the implementation of any or all of these strategies will result in higher profitability margins...
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...5794 Strategic Management Spring 2006 Ice-Fili: Winning Strategem in a Contemporary Venue -Team 5- 900-22-7377 904-46-8228 904-47-4673 904-50-0701 904-50-7922 904-52-3718 February 13, 2006 Executive Summary Ice-Fili had been successful in the past, surviving various tumultuous times including the transformation of the Russian closed economy into an open economy and the financial crisis in 1998. As Russia’s largest domestic ice cream producer, they had held onto their market leadership for many years. However, increasing competition from foreign companies, along with the emergence of regional producers of ice cream led to Ice-Fili’s market share erosion in the recent years. Porter’s five forces model was the primary method to analyze Ice-Fili’s industry and its competitiveness in the industry. Segmentation analysis was used for further study of the ice cream industry in Russia. The analysis was carried on key variables like distribution channel, buying behavior, geographic locations, and product characteristics. Based on this model, various alternatives were considered. From these alternatives, it was possible to form a recommendation: Ice-Fili will need to focus on the strengthening of its distribution channel through various efforts including marketing and raising of capital while focusing on its long history and brand recognition. Above all, availability of its product to the consumers is the key to Ice-Fili’s success. Porters Five Forces ...
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...Case study 3: Competitive Advantages Ice-Fili: Ice cream market in Russia Here is a résumé of the Five forces model of the ice cream industry in Russia: Threat of new entrants High Threat of substitute High Bargaining power of supplier Low Bargaining power of customer High Rivalry among competitors High “What are the potential sources of competitive advantage in the Russian ice cream market?” How do customers buy? - Russians consume 2.5 kg of ice cream compared to the 16 kg in the USA. This is due to a different mode of consumption. Russians consume ice cream “on the go” as a snack – Spontaneous/impulsive purchase (no in-house consumption at the beginning) o Chanel of distribution Kiosk: 49% of the ice cream distribution Minimarket: 29% of the ice cream distribution o Future growth: restaurants and supermarket - Russian ice cream consumption at his top level in summer (July: index 220; October: index 70) - Single portion size – “snack” o Substitutes: beer, soda… - Raising demand for in house consumption What are customers ready to pay for? How can a company differentiate its offer? - Russian are more concerned about preservatives than fat level; traditional recipe: all natural ingredients, no preservatives - Substitutes: Beer, soda, yogurts, chocolate, confectionary candies What are the cost components (analysis for example exhibit 9)? The costs component are: - Raw materials: 42% of the total costs - Production cost: 6% of the total...
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...| Syllabus | | | |Year |2014/2015 | |Semester |VIII Spring | | | |Course ID |MGT405080 | |Course Name |Strategic Management | | | |Type |core | |ECTS Credits |5 | | | |Language |Georgian/English | |Classroom Number | | | ...
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...Charlotte Beers (Ogilvy & Mather) Case analysis At the point of planning to the launch of the business, the owner of the business is very passionate and usually experienced in the line-of-business; as David Ogilvy was at the age of 38 when he started his own advertising agency in 1948. Ogilvy & Mather, an advertising agency was started in New York and expanded worldwide. By 1991, O&M was ranked the largest marketing company in the world.[1] But there comes a time when a company must look to adapt a change. With competition growing, clients of O&M changed their demands. O&M was a high-cost agency that was failing in controlling their budget and lowering their cost; they failed to see the reason for a change. Due to that fact, O&M had lost few of their multi-million dollar accounts. Many companies may have either filed bankruptcy or have shutdown in the process of losing their clients but O&M was not the type of company that would give up that easily. In 1992, Charlotte Beers was appointed CEO of O&M and a massive change was underway. She was not the type of person who would dwell on the past, but instead look to better the future. Charlotte Beers clearly made an impression on the O&M employees as she had the ability to inspire. But more importantly, she came up with three strategies which turned the company around 360 degrees; Client Security, Better Work/More Often, and Financial Discipline. Yes these strategies were formed for an advertising agency...
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...THIS IS A TENTATIVE SYLLABUS – THE GENERAL STRUCTURE WILL STAY THE SAME BUT THERE MIGHT BE CHANGES FOR SOME OF THE SESSIONS Professor: Jean-Philippe Bonardi Email: Jean-Philippe.Bonardi@unil.ch Tel: 021 692 3440 Office: Internef 604 Assistant: Mark Kuzmanic Email: Mark.Kuzmanic@unil.ch Office: Internef 621 The course will take place every Friday from 8:00am to 11:30am, in Room GENOPODE C First class: Friday September 21, 2012 A website for the course with a description of the sessions and posted material is available at: https://www.hec.unil.ch/docs/bonardi/cours/308 Overview Competitive strategy is about the analysis of how firms behave or should behave based on the type of industry structure and competitive threat they are facing. In this course, we will go through various theories, strategic tools and cases to understand how this type of analysis can be conducted effectively. More generally, the focus of this course is on strategic management - the process of choosing and defining purposes and objectives, formulating a strategy and implementing it. The course aims to develop your ability to see an organization as a whole and to understand how and why the various functions of a business are interdependent and need to be coordinated. Hence, the thrust of the course is the organization in its totality - the environment in which it operates, its strategy and how this strategy builds on the firm’s internal administrative activities. The emphasis is on the kinds of problems...
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...Standard Mandatory Confidential St December 2008 The Nutrition, Health and Wellness Mapping Standard for Product Portfolio Evolution RE S PL PON PR EAS SIBL OD UR E UC E TS PR OTH OD ER UC TS AD NF PR EQU OD AT UC E TS AD NUT D R PR ED V ITION OD AL UC UE TS 60/40 win NH STR O PR W VA NG OD LU UC E TS Classification Standard Date of publication December 2008 Replaces Not applicable Author Corporate Wellness Unit. The Corporate Wellness Unit wishes to thank: u Wellness Champions of Zones, SBUs and Markets u Nutritionists of NRC, PTCs and Markets u GLOBE and F&C specialists u Market Heads and SBU Heads who commented on the strategy as it was evolving u And so many other talented colleagues from corporate teams. Approver Nestlé Board of Directors and Nestlé Executive Board Paul Bulcke Chief Executive Officer Werner Bauer Executive Vice President Strategic Business Units, Marketing and Sales Repository All Nestlé Principles and Policies, Standards and Guidelines can be found in the Centre online repository at: http://intranet.nestle.com/nestledocs Copyright and Confidentiality The content of this document may not be reproduced, distributed or disclosed to third parties without proper authorisation. All rights belong to Nestec Ltd., 1800 Vevey, Switzerland. ©2008, Nestec Ltd. This booklet, and accompanying materials including the CD-ROM, should be kept strictly confidential. Please only share with colleagues who are directly involved...
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...August 2011 Guide to NEBOSH International Diploma in Occupational Health and Safety = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = nì~äáÑáÅ~íáçå=íáíäÉW=kb_lpe=fåíÉêå~íáçå~ä=aáéäçã~=áå=lÅÅìé~íáçå~ä=eÉ~äíÜ=~åÇ=p~ÑÉíó== sÉêëáçåW=O= péÉÅáÑáÅ~íáçå=Ç~íÉW=^ìÖìëí=OMNN= dìáÇÉ=éìÄäáÅ~íáçå=Ç~íÉW=j~ó=OMNO= = qÜÉ=k~íáçå~ä=bñ~ãáå~íáçå=_ç~êÇ=áå=lÅÅìé~íáçå~ä=p~ÑÉíó=~åÇ=eÉ~äíÜ=Ekb_lpeFI= açãáåìë=t~óI=jÉêáÇá~å=_ìëáåÉëë=m~êâI=iÉáÅÉëíÉê=ibNV=NntK=== = oÉÖáëíÉêÉÇ=`Ü~êáíó=kìãÄÉêW=NMNMQQQ= = = qÉäÉéÜçåÉW==HQQ=EMF=NNS=OSP=QTMM= c~ñW=============HQQ=EMF=NNS=OUO=QMMM======= bã~áäW==========áåÑç]åÉÄçëÜKçêÖKìâ======== tÉÄëáíÉW======ïïïKåÉÄçëÜKçêÖKìâ== = «=kb_lpe=OMNN= = faáé=ORMQNO==îO= dìáÇÉ= íç= íÜÉ= kb_lpe= fåíÉêå~íáçå~ä= aáéäçã~= áå= lÅÅìé~íáçå~ä=eÉ~äíÜ=~åÇ=p~ÑÉíó=E^ìÖìëí=OMNN=ëéÉÅáÑáÅ~íáçåF= = `çåíÉåíë= = NK fåíêçÇìÅíáçå= NKN= _ÉåÉÑáíë=Ñçê=ÉãéäçóÉêë NKO =mêçÑÉëëáçå~ä=ãÉãÄÉêëÜáé NKP nì~äáÑáÅ~íáçå=äÉîÉä=~åÇ=rh=~ÅÅêÉÇáí~íáçå NKQ hÉó=íçéáÅë=ÅçîÉêÉÇ NKR `çìêëÉ=íìáíáçå=~åÇ=éêáî~íÉ=ëíìÇó=íáãÉ=êÉèìáêÉãÉåíë NKS råáí=Éñ~ãáå~íáçåë NKT båíêó=êÉèìáêÉãÉåíë NKU= jáåáãìã=ëí~åÇ~êÇ=çÑ=båÖäáëÜ=êÉèìáêÉÇ=Ñçê=Å~åÇáÇ~íÉë NKV= iÉÖáëä~íáçå NKNM iÉÖáëä~íáîÉ=ìéÇ~íÉë NKNN k~íáçå~ä=lÅÅìé~íáçå~ä=pí~åÇ~êÇë=EklpF=~åÇ=ÄÉëí=éê~ÅíáÅÉ NKNO nì~äáÑáÅ~íáçå=íóéÉ NKNP nì~äáÑáÅ~íáçå=éêçÖêÉëëáçå NKNQ mêçÖê~ããÉë=çÑÑÉêÉÇ=Äó=kb_lpeJ~ÅÅêÉÇáíÉÇ=ÅçìêëÉ=éêçîáÇÉêë NKNR bñ~ãáå~íáçå=Ç~íÉë NKNS péÉÅáÑáÅ~íáçå=Ç~íÉ NKNT póää~Äìë=ÇÉîÉäçéãÉåí=~åÇ=êÉîáÉï NKNU cìêíÜÉê=áåÑçêã~íáçå=Ñçê=Å~åÇáÇ~íÉë NKNV cìêíÜÉê=áåÑçêã~íáçå=Ñçê=~ÅÅêÉÇáíÉÇ=ÅçìêëÉ=éêçîáÇÉêë...
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...THE FIRST FILIPINO Republie of the Philippines Department of Education & Culture NATIONAL HISTORICAL COMMISSION Manila FERDINAND E. MARCOS President Republic of the Philippines JUAN L. MANUEL Secretary of Education & Culture ESTEBAN A. DE OCAMPO Chairman DOMINGO ABELLA Member HORACIO DE LA COSTA, S. J. Member GODOFREDO L. ALCASID Ex-Oficio Member TEODORO A. AGONCILLO Member EMILIO AGUILAR CRUZ Member SERAFIN D. QUIASON Ex-Oficio Member FLORDELIZA K. MILITANTE Exccutive Director RAMON G. CONCEPCION Chief, Administrative Division BELEN V. FORTU Chief, Budget & Fiscal Division JOSE C. DAYRIT Chief, Research & Publications Division AVELINA M. CASTAÑEDA Chief, Special & Commemorative Events Division ROSAURO G. UNTIVERO Historical Researcher & Editor EULOGIO M. LEAÑO Chief Historical Writer-Translator & Publications Officer GENEROSO M. ILANO Auditor JOSE RIZAL (1861-1896) THE FIRST FILIPINO A Biography of José Rizal by LEÓN Ma. GUERRERO with an introduction by CARLOS QUI R INO ( Awarded First Prize in the Rizal Biography Contest held under the auspices of the José Rizal National Centennial Commission in 1961) NATIONAL HISTORICAL COMMISSION Manila 1974 First Printing 1963 Second Printing 1965 Third Printing 1969 Fourth Printing 1971 Fifth Printing 1974 This Book is dedicated by the Author to the other Filipinos Speak of me as I am; nothing extenuate, Nor set down aught in malice, Shakespeare: °the/Lo. Paint my picture truly like me, and not flatter me at all ; but...
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