natureview farm study case -1
TRANSCRIPT
NATUREVIEW FARM
INTRODUCTION TO CASE
WHAT IS NATUREVIEW FARM ?
WHO ARE THE KEY PEOPLE ?
YOGURT MARKET SHARE
BY BRAND,
1999 (SUPERMARKET AND NATURAL
FOODS CHANNELS, IN
% U.S. DOLLARS)
NATUREVIEW FARM’S EARLY YEARS & CURRENT SITUATION
Since 1989 ,
revenues 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
production – led to
brand extension ;increased revenues
& need for new
equipment
Grew quickly
to national distributi
on & shared
leadership in the natural foods
channel.
Aided by
creative, low-cost
“guerilla
marketing”
tactic
EARLY YEARS
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
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
WHAT IS THE PRESENT SITUATION ?
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
NATUREVIEW FARM INCOME
STATEMENT, 1999
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
HOW WILL THE COMPANY MAKE
REVENUE $20 MILLION TILL END
OF 2001?
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
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 .
THE REFRIGERATED YOGURT CATEGORY & THE YOGURT CONSUMER
YOGURT SALES DISTRIBUTION CHANNELS
% Sales
supermarket
natural foodsstores
Warehouse Clubs, Convenience stores, Drug stores, and Mass merchandisers.
Limited revenue generation
DOMAINANT CHANNELS
OTHER CHANNELS
% OF ORGANIC CONSUMERS
BUYING ORGANIC PRODUCTS FROM ? where did they buy ?
CONSUMER & HOUSEHOLD SURVEY RESULTS
0% 20% 40% 60% 80%
Price was barrier inpurchase of organic
products
Would buy more organicproduct if it were less
expensive
Need for a wider selectionof organic product in
supermarkets
% US HOUSEHOLDS &CONSUMERS
FACTORS DECIDING
WHICH YOGURT TO PURCHASE ?
PACKAGE TYPE/SIZE
TASTE
FLAVOR
PRICE FRESHN
ESS
INGREDIENTS
PRODUCT ORGANIC OR NOT
YOGURT MARKET SHARE BY
PACKAGING SEGMENT, 1999
(SUPERMARKET CHANNEL,IN % $ )
CONSUMER DISTRIBUTION 6/
8 O
Z P
AC
KS
• Target -Women
• Favorability – all flavors in market
CH
ILD
REN
'S M
ULT
IPA
CK
S
• Target – children & mothers
•6, 4-oz. cup servings
•8, 2-oz. tubes
• Favorability – all flavors in market
32 O
Z P
AC
KS
• Target – ‘heavy’ yogurt consumers
• Used for preparing dishes like smoothies
• Favorability – plain & vanilla
THE SALES & DISTRIBUTION PROCESS: SUPERMARKET CHANNEL VS. NATURAL FOODS STORES
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.
SUPER MARKET CHANNEL
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
AD
DIT
ION
AL
EXP
ENS
ES
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
NATURAL FOODS CHANNEL
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
AD
DIT
ION
AL
EXP
ENC
ES 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)
Yogurt Production Costs and Retail Prices by Channel
LENGTH OF CHANNELS TO MARKET
ANALYSIS OF THE SENIOR MANAGEMENT
TEAM’S 3
OPTIONS
OPTION 1
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
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.
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)
OPTION 2
Expand 4 SKUs of the
32-oz. size nationally
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
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
OPTION 3
Introduce 2 SKUs of a
children’s multi-pack into the natural foods channel
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.
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.
WHICH IS THE BEST OPTION
OUT OF THE 3
HERE ?
SALES PROJECTIONS FOR NATUREVIEW’S STRATEGIC OPTIONS
TOTAL FIXED COST IS SAME FOR ALL 3
OPTIONS
TOTAL COST = TOTAL FIXED COST + ADVERTISING COSTS + PROMOTION
COSTS + SKU COSTS
DIFFERENCES
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
RECAP
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
DISCLAIMER Created by Esha Singh , Bits Pilani , during a Marketing Internship by Prof. Sameer
Mathur ,IIM Lucknow