...KINDLEY Brannigan Foods: Strategic Marketing Planning On a rainy New Jersey morning in November, 2012, Bert Clark, vice-president and general manager of Brannigan Foods’ Soup Division, scanned his in-box for new messages. He saw that each of his four key managers had digested analyst Julian DeGennaro’s annual ‘‘State of the Soup Industry’’ summary report (Exhibit 1) and had responded to Clark’s request that they recommend their best investment bets for the division. (See Exhibit 2 for Brannigan’s product lines.) In Clark’s 16-year career with Brannigan he couldn’t remember a tougher, more complicated challenge than the one he now faced. The soup industry had been in steady decline for several years, and the division’s sales, market share, and profitability had slipped for the last three. Clark skimmed his managers’ emails, hoping for new concepts and fresh, timely arguments. Each manager had indeed sketched a proposal ‘‘most likely to turn the division around.’’ Unfortunately, the proposals bore no resemblance to each other. Clark decided to revisit DeGennaro’s report and then consider each proposal in depth. The Soup Industry in 2012 As he reviewed DeGennaro’s findings, Clark was particularly concerned about the major consumer trends affecting the sale of soup. Condensed and ready-to-eat (RTE) soups were still a staple in most diets in the United States. However, the growing concern about health and obesity had led to a reduction in processed foods in general...
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...Brannigan foods had been a major player in the food industry, but with the recent downward trends in sales and profit margins, a rapid change in the operations and management of the company is needed. As the division head, finding a strategy, which will not only increase sales and profit margins but also reduces the risk levels in the company is my top priority. With the help of the four division managers, I am confident that I will be able to implement an effective and successful strategy for the company. The case presented by Claire Mackey one of the division managers will be of great contribution to the strategy that the firm will use to rebuild its sales and profit margins. Mackey’s report focuses on the problems that Brannigan is facing currently and specifically the declining sales volume and lower profits that the company has been recording for the past three years. Mackey is confident that by handling the current customer desires for healthier and more convenient products, the company will be in a position to increase its sales volume. His report also focuses on how the company can manage to penetrate other markets, which it has not managed to do for the past three years as well as improve the performance of the low performing markets like Southeast Asia and China. Since the report focused on the actual challenges the firm is experiencing now, it will not only be a good consideration before making the final decision on the implementation but will also assist in making...
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...Brannigan Foods – Case Study 1 Brannigan Foods is the leading brand in the soup industry, but has been experiencing declines in every aspect of their division. The primary problem is that Brannigan Foods sales, market share, and profitability has slipped in the last three years. One of the only reasons they have been able to keep up their sales is due to them increasing their product prices, resulting in a plateau of sales. The secondary problem consists of Brannigan foods not reaching out to other target markets besides the Baby Boomers (1946-1964) and they are completely missing the Millennials (19-30). There are a few conventional alternatives that would work best for Brannigan Foods, the first being from Srikant Tipha, Director of the Simple Meals unit consists of reinforcing awareness of the new items and introducing trial by upping the advertising investment in Fast & Simple soup meals and the Heart Healthy soup line, providing promotional couponing and sampling of the hot new flavors in the dry mix of Gazpacho and Teriyaki Beef Fast & Simple meal, which will help Brannigan break into and grow in the Asian soups category. The last part of her plan is to continue to promote dry soups even if they will cannibalize RTE soups. Another alternative comes from Bob Pugh, VP Sales and Marketing of Brannigan Soups. He believes a good alternative would be to take a five cent price-per-can cut on the core ready-to-eat wet soups, increase the A&P budget by $20MM to restore...
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...Order Now Discounts Contact Us Our Guarantees Brannigan Food Case Brannigan foods had been a major player in the food industry, but with the recent downward trends in sales and profit margins, a rapid change in the operations and management of the company is needed. As the division head, finding a strategy, which will not only increase sales and profit margins but also reduces the risk levels in the company is my top priority. With the help of the four division managers, I am confident that I will be able to implement an effective and successful strategy for the company. The case presented by Claire Mackey one of the division managers will be of great contribution to the strategy that the firm will use to rebuild its sales and profit margins. Mackey’s report focuses on the problems that Brannigan is facing currently and specifically the declining sales volume and lower profits that the company has been recording for the past three years. Mackey is confident that by handling the current customer desires for healthier and more convenient products, the company will be in a position to increase its sales volume. His report also focuses on how the company can manage to penetrate other markets, which it has not managed to do for the past three years as well as improve the performance of the low performing markets like Southeast Asia and China. Since the report focused on the actual challenges the firm is experiencing now, it will not only be a good consideration before making...
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...Case: Brannigan Foods: Strategic Marketing Planning 1. Problem Statement November 2012: Following three consecutive years of slipped sales, market share and profitability, Bert Clark, vice-president and general manager of Brannigan Foods’ Soup Division, is given a high priority task: He must decide on which marketing strategy shall the company take in order to: * achieve short-term numbers needed * US Soup Division profit growth of 3% in 2013 * strengthen the long-term direction of both company and its most reputable brand 2. Situation Analysis – Market Summary Regarding customer behaviour and market trends, important insights arise from analysing Julian DeGennaro’s (Brannigan Market Analyst) summary report. Starting with customer behaviour it can be said that, at least, 3 out of 4 consumers recognise canned food as useful to have at home, point cold weather as a trigger for eating soup and agree that soup is part of a healthy diet. Moreover, soup consumption in U.S. household averages 1.4 cans per week, with the segment of 18-24 average rising up to 2.1 cans/week. Concerning market trends, it can be said that soup is still regarded as a seasonal buy and a low-innovation product. Yet, it is noteworthy that Healthy-living solutions have been pointed as a need for children, among whom obesity concerns are especially important. Senior consumers, who have been described as brand loyal and heavy soup users, also show growing health concerns and tend to...
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...BRANNIGAN FOODS In this case, Bert Clark, vice-president and general manager of Brannigan’s Foods’ Soup division has been tasked with analysing the investment recommendations from his four key managers. Their proposals are based on the review of Julian DeGennaro’s annual ‘State of the Soup Industry’ report; as well as on Brannigan’s financial statements from previous years. In DeGennaro’s report, we notice that the sluggish economy is a good incentive for consumers to eat at home – with soup being an economical option, especially during the colder months. There are noted to be high growth rates in convenient and healthy products to cater to consumer’s needs. As a whole, Brannigan’s is not currently viewed as a health-conscious or diet-friendly brand, however they remain perceived as a leader in soup sales and retain a loyal consumer segment with the aging population. The manager’s proposals focus on some of the market trends, and the strengths and weaknesses of Brannigan’s brand. Below, we have ranked the four proposals based on our qualitative and quantitative analyses of each scenario to identify which proposal should be favored by Clark and which would be most viable for the company absent any resource constraints. A positive aspect highlighted by Pugh would be that modernizing the manufacturing plant would require a $22 million investment, but would ultimately generate profits and be considered an asset on the Balance Sheet. Furthermore, reintroducing the...
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...Brannigan Foods: Strategic Marketing Planning Advanced Marketing Management October 26, 2014 Table of Contents Introduction………………………………………………………………………………………..3 Soup Industry……………………………………………………………………………………...3 Brannigan Foods…………………………………………………………………………………..5 Competition………………………………………………………………………………………..7 Buyer Behavior……………………………………………………………………………………8 Segment Analysis………………………………………………………………………………….9 SWOT Analysis………………………………………………………………………………….11 Product Life Cycle……………………………………………………………………………….12 Growth-Share Matrix…………………………………………………………………………….14 Srikant Tipha, Category Manager - Simple Meals, “Heart Healthy” Soups Dry Soups………...15 Claire Mackey, Director of Finance and Planning……………………………………………….17 Anna Chong, Chief Innovation Officer………………………………………………………….20 Bob Pugh, VP Sales and Marketing……………………………………………………………...21 Ansoff Matrix…………………………………………………………………………………….22 Exhibits………………………………………………………………………………………..…25 References………………………………………………………………………………………..35 Introduction The following is an analysis of Brannigan Foods’ Soup Division. The analysis begins by giving the overview of the industry and Brannigan’s position within the industry. Next, a thorough breakdown of all pertinent factors is conducted to highlight the main issues regarding the soup division. The analysis concludes with a focused statement presenting Brannigan’s most significant problem. The Soup Industry Overall soup consumption in the U.S. is on the decline....
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...Brannigan Foods is an international food manufacturing company. The Brannigan Soup Division is faced with declining profits and a quickly changing market. In the past 16 years since the current Vice President, Bert Clark started with the company he cannot recall a more complicated challenge within his division. Brannigan is the market leader with 39.8% market share. Brannigan Foods sells approximately 63% of its soup products via Supermarkets. While they maintain the largest market share, the market (all customers) is becoming more diverse and restrictive. The Market Analysis report put forth by Brannigan’s Analyst in 2012 highlights the United States trends in soup consumption and sales. The analysis provides no real customer feedback however, it does report extensive sales data for Brannigan as well as the industry. Brannigan has core customers and core products (Ready to Eat (RTE) soups both wet and dry) that have supported their research, development and new growth opportunities for many years. These core products are reported to contribute 86% of the current profits to the division. Brannigan reports declines in sales of 1-2% per year. Despite the decrease in the sales of their core products Brannigan was able to maintain the profitability by increasing the cost to the customer. They are now at the point that competitors private label growth is surpassing their sales for the “same” products. Their core business is at risk. Bert Clark, over the years had...
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...MBA 6050 Marketing Management and Strategy College of Business Administration Bowling Green State University Spring 2014 Instructor: Dr. David A. Reid Phone: (419) 372-3410 Office: 285 Business Administration Building Fax: (419) 372-8062 E-Mail: dreid@bgsu.edu Class Hours: MW 1:30 - 2:45 p.m. (in BA116) Office Hours: MW 12:30 - 1:15 p.m.; 3:00 – 4:15 p.m., and other times by appointment “Marketing…is the whole business seen from the point of view of its final result, that is, from the customer’s point of view. Concern and responsibility for marketing must, therefore, permeate all areas of the enterprise.” - Peter F. Drucker, People and Performance, 1977 Required Textbook • Managing Marketing in the 21st Century: Developing and Implementing the Market Strategy, 3rd ed., by Noel Capon (www.axcesscapon.com, 2012). Available through www.axcesscapon.com (as a PDF file or in paperback), as well as Amazon.com or BN.com in either paperback or electronic format and in paperback through the University Bookstore. Required Cases • Harvard Business School Cases: listed in course outline. Cases are available for purchase online through Harvard Business School Press (Coursepack Link for purchasing cases listed below with list of cases). Introduction and Overview In their never-ending search for the ultimate secret to business success, many businesses continue to overlook the most fundamental premise of all business. While their search for...
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...Business and marketing strategy fundamentals Course code Course title Business and marketing strategy fundamentals Type of course Compulsory Level of course Graduate Department in charge Graduate School Year of study 1st Semester Fall Number of credits 10 ECTS; 56 hours of class work, 210 hours of selfstudy; 2 hours of consultations Lecturer Benas Adomavičius & PhD. Neringa Ivanauskienė Date of the course XYZ Prerequisites Undergraduate diploma in social sciences Form of studies Friday/Saturday Language of instruction English/Lithuanian Course description Business and marketing strategy are critical components of business success since strategic issues and possibilities arise in all sectors. Important aspects are not only the company’s positioning in relation to its market, but also the technological development, the supply of labour, political developments in society and other factors relevant for how organizations manage their business. 1 2013 Fall semester To a large extend strategic work is about understanding these factors and reinterpreting them so that they become assets rather than restrictions. Business strategy and marketing management concepts and techniques are studied. The course serves as an opportunity to develop skills for environmental and market analysis, understanding of the major business and marketing strategy issues, formulating business and marketing strategies and tactics. Course aim Students are going to discover knowledge...
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...Page 63 DOES NICHE MARKETING LEAD TO BUSINESS SUCCESS? THE CASE OF M.C. TAMURA Luz T. Suplico-Jeong, De La Salle University-Manila ABSTRACT Does market niching lead to business success? Maria Cecilia G. Tamura has used this strategy in managing her businesses. These businesses are Okasaki Industrial Corporation, which is engaged in import and export, and Airily Corporation which is mainly a Business Process Outsourcing (BPO) company. The case discusses how a female employee, who later became the employer, use market niching and product life cycle as business strategies. In so doing, the case shows an example of how a highly motivated woman entrepreneur managed her businesses through good and bad times. THE ENTREPRENEUR Women entrepreneurship has been significant in economic development. The Philippines has compared favorably with other countries in women entrepreneurship. Based on a survey conducted by Let’s Go Foundation and GE Bank, Filipino women have a fairly equal chance of making it big as entrepreneurs (http://www.womenentrepreneurship.org). According to Tara Brannigan (2005), women entrepreneurs have formed businesses to make a better living for themselves. The sense of adventure and the thrill of challenge have motivated them to organize their businesses. The rise of women entrepreneurship has allowed women to create jobs for themselves and to create jobs for others. Female traits, such as patience and attention to details, have influenced their management styles...
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...A DESCRIPTIVE STUDY OF JOB SATISFACTION AND ITS RELATIONSHIP WITH GROUP COHESION by Mark G. Resheske A Research Paper Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree With a Major in Applied Psychology-Industrial Organizational Concentration Approved: 4 Semester Credits __________________________________ Research Advisor: Dr. Mitchell Sherman The Graduate College University of Wisconsin-Stout May, 2001 1 The Graduate College University of Wisconsin-Stout Menomonie, Wisconsin 54751 ABSTRACT Resheske Mark G. A DESCRIPTIVE STUDY OF JOB SATISFACTION AND ITS RELATIONSHIP WITH GROUP COHESION Applied Psychology American Psychological Association Dr. Mitchell Sherman (APA) 05/2001 48 pages___ Manual used in this study___ This study investigated job satisfaction among full time faculty of the College of Human Development at a Wisconsin University. The research method used an anonymous survey that was voluntarily completed and returned to the researcher. The population of the study was the full time faculty of the College of Human Development at UW-Stout. Thirty-six full time faculty members participated in the study. The UW Employee Satisfaction Survey was used to measure the level of job satisfaction. The results indicate that overall the faculty of the College of Human Development at UW-Stout are satisfied with their current employment. The study determined that group cohesion does play a role in overall job satisfaction. Measures of...
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...Licensed to: iChapters User Eugene F. Brigham UNIVERSITY OF FLORIDA Joel F. Houston UNIVERSITY OF FLORIDA Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Eugene F. Brigham UNIVERSITY OF FLORIDA Joel F. Houston UNIVERSITY OF FLORIDA Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: iChapters User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time...
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...NEW YORK UNIVERSITY SCHOOL OF LAW JOURNAL OF INTERNATIONAL LAW AND POLITICS GUIDE TO FOREIGN AND INTERNATIONAL LEGAL CITATIONS FIRST EDITION ● 2006 © Copyright 2006 by New York University Contents FORWARD AND GENERAL INSTRUCTIONS................................................................................................. xiii ACKNOWLEDGEMENTS ......................................................................................................................................xv COUNTRY CITATION GUIDES ARGENTINA...............................................................................................................................................................1 I. COUNTRY PROFILE ..................................................................................................................................1 II. CITATION GUIDE.......................................................................................................................................2 1.0 CONSTITUTION...................................................................................................................................2 2.0 LEGISLATION......................................................................................................................................2 3.0 JURISPRUDENCE ................................................................................................................................3 4.0 BOOKS .....................................
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...*IS1347* //integrafs1/cengage/3-Pagination/Cengage_US/Business_and_Economics/FFM13e/3B2/brigham_endpaper.3d, 11/16/11, 17:35, page: 1 FREQUENTLY USED SYMBOLS/ABBREVIATIONS ACP Average collection period ADR American depository receipt AFN Additional funds needed AMT Alternative minimum tax APR b Annual percentage rate Beta coefficient, a measure of an asset’s riskiness bL Levered beta bU Unlevered beta BEP BVPS CAPEX CAPM CCC Basic earning power Book value per share Capital expenditures Capital Asset Pricing Model Cash conversion cycle CF Cash flow; CFt is the cash flow in Period t CR Conversion ratio CV Coefficient of variation Dp Dividend of preferred stock Dt Dividend in Period t DCF Discounted cash flow D/E Debt-to-equity ratio DEP Depreciation D1/P0 DPS DRIP Expected dividend yield Dividends per share Dividend reinvestment plan DRP Default risk premium DSO Days sales outstanding e Approximately equal to 2.7183 EAA Equivalent annual annuity EAR Effective annual rate, EFF% EBIT EBITDA EPS EVA F Earnings before interest and taxes; operating income Earnings before interest, taxes, depreciation, and amortization Earnings per share Economic value added (1) Fixed operating costs (2) Flotation cost FCF Free cash flow FVN Future value for Year N FVAN g GAAP HVN I IFRS IPER I/YR INT IP IPO IRR LIBOR ...
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