Euro_Freeze_Foods

Running Head: EURO FREEZE FOODS Euro Freeze Foods [Name of the Writer] [Name of the Institution] Euro Freeze Frozen Foods Euro freeze Strategic Position “Strategic competitiveness can be attained only when the firm’s selected structure is congruent with its formulated strategy” (Isobel, 2008, 52). According to the case study Euro freeze has positioned itself to make use of its existing information technology structure, marketing scheme and sales objectives to create a well-known atypical food business in their slot market by leveraging the increased changes in the marketplace and shifting customer tastes, preferences and increase demands. With rising customer requests for healthy food Euro freeze are offerings, specialty vegetables, fruits and branded meat and fish products. Euro is focusing on internal and external environment activity will assist Euro freeze in devising a successful business plan to support forward-thinking and organise their self for modern transformation going on in a varied platform of associations, agreements and suppliers and end-users. Euro freeze continues to grow their vision of a one-stop-shop vegetables, fruits and branded meat and fish products. This paper will discuss the strategy play, technological opportunities, and strategic recommendations for creating and realizing business opportunities to provide the best chance for Euro freeze to expand and offer a unique and atypical customer offering in an increasingly customer change-driven environment. Organisations have pursued technological innovations and information technology to develop operations, procedures and progress in customer service (Kapferer, 2005, 63). Strategy Assessment Option one Euro freeze are supplying all there frozen products specially vegetables, fruits and branded meat and fish products. This strategy enables that Euro freeze products organization to embrace global challenges, and simultaneously manage the global supply chain effectively. While at a broad level, Euro freeze products tend to manage the competition arising out of the global supply chain by means of reduced cost, increased quality, increased customer responsiveness, increased flexibility, and increased agility. Option 2: Euro freeze are canceled its basic frozen foods, such as vegetables, but the scope of the current brand continues to produce its own brand change. This causes some overhead contribution, but it will have a very low value-added. Similarly, the company will retain the slowly expanding its range of higher value-added branded products. The final criterion requires Polish farms to build the identity of their brand through integrated marketing communications. Promotion of the brand change and its specific benefits is achieved by investing in advertising, personal selling and marketing collateral like product packaging, logos, labels, material and direct mail. Sustained investment in marketing communications is needed to raise awareness and familiarity of the Euro freeze brand among target customers as brand associations are formed over time. Options 3 Euro Freeze would constrains tough reconstruction and greatly extends the scope of a number of professional brands, for example, the scope of the market leader in its range of frozen cakes and pastries, meat and fish products. This requires a certain amount of time and resources, but will produce higher value-added. This will ensure that they will broader brand products, including the low-value-added products, as long as they make a contribution to the management fees. Through this, Euro freeze arranged secure market access for low-value commodities and tended to shelter groups of producers and processors from autonomously negotiating market relations at a distance. Option 4 Euro Freeze has been developed a very special producer of vegetables, fruits and branded meat and fish products. It will decline in the basic range of almost all of the low value-added, turn off the refrigeration plant, contracting the freezer distribution; put a lot of expert menu range within advertising. Apparently, this is a more radical solution, but could imitate the success of a number of U.S. companies, such as John McCain and Sara Lee. Euro Freeze processors in Europe would found themselves in an evolving neo-liberalised environment, in which they will to maintain and develop distant relationships more directly. Indeed, the problems of supply chain alignment, traditionally resolved by producer marketing boards and other state sanctioned agents, would not disappear. Options 5 Euro freeze is trying to become the lowest-cost producers among his competitors. This will build on the existing sales customers: major investment in the new plant, a new warehouse and new transport network will need. This would be jointly together (largely unknown) mainly produces innovative, purpose of reducing costs, so they will move lower than those its competitors, Refrigor. Although this option of theory is based on the following assumptions that have certain degree of risk: 1. Refrigor will slow down its current rate of return on investment, and allow Euro freeze to be surpassed. 2. The significant cost saving of the products below 20% is still assessable in the market 3. The leading position on the market can be obtained through a low-cost way. 4. For this option, it is recognized, it is also necessary to provide a large number of additional advertising and promotional activities. Organisations Marketing Strategy In today’s fast growing economy world, it is imperative to create a good marketing strategy that works as a critical part of the newest business success. Euro freeze’s effective marketing strategy will increase sales; keep the product and company sustain for a longer time period in the market and ultimately boost up profits. Strategic Information Systems Strategic information systems of this nature have the capability of intensifying efforts into potential sustainable competitive advantages and generating healthy margins in return. “Information technology has helped to computerize the business process thus streamlining businesses to make them extremely cost effective money making machines. This in turn increases productivity which ultimately gives rise to profits that means better pay and less strenuous working conditions” (Ghoderwar, 2008, 104) . Prior to advancemans in technology employee files, customer information and sensitive documents were stored in a central, secure location. With technology shared databases and the introduction of the information highways, Euro freeze’s is capable of sharing information with their satellite chains. With advancements in technology Euro freeze’s can now forecast scheduling and budget information throughout it satellite offices. Prior to the knowledge information age Organisations used convention advertisements strategies such as idle talk, radio and television to endorse its service and products. The Internet has also afforded Euro freeze’s the opportunity to promote its products and services to a broader audience and new customer market (Chen and Liu, 2004, 258). Organisations employ strategy The increase use of technology has altered numerous segments in the marketplace. For example, some countries possess the technology to now purchase soda drinks from a vending machine via mobile phone. Euro freeze’s has generated new add-on-business like catering services and cooking sessions. The strategy is beneficial to Euro freeze’s because it permits them to control other business at low cost with high margin returns. Cost reductions and revenue increases are Euro freeze’s goals. Euro freeze’s has multiple alternatives in deciding its business strategy scope. Euro freeze’s can decide on cost leadership approach or a differentiation strategy. Based on the nature of business Euro freeze’s makes use of the differentiation strategy that allows them to convey distinctive products and atypical services (Bert, 2011, 104). Scoring Criteria Brand Image 1. Euro freeze brand image is thought to be a combination of the favourability, strength, and uniqueness of brand associations. 2. Favourability, strength, and uniqueness of Euro freeze brand is determining the differential response to Euro freeze branded products. 3. Euro freeze positive brand image is created through their strong, favourable, and unique associations linked to the brand (Isobel, 2008, 96). Feasibility 1. Euro freeze brand Feasibility has been found to enhance loyalty. 2. Euro freeze loyalty will be greater when consumers have higher feasibility or confidence in the service provider. 3. Euro freeze brand feasibility can be assessed by the willingness of the average consumer to rely on the ability of the brand to perform its stated function. Acceptability 1. Firstly, Euro freeze brand acceptability influences the share of total category purchases consumers give to any particular brand. 2. The Euro freeze brand with the largest franchiser of loyal consumers should expect to enjoy the largest market share, ceteris paribus, as well as any incidental benefits that spring from being a market share leader. 3. The relationship between Euro freeze brand acceptability and the proportion of purchases realized at the individual level translates to the observed relationship between brand acceptability and market share at the aggregate level. Non-Prescription Strategy Formulation The main purpose of non-prescription strategy evaluation is to determine whether management system of non-prescription approach provides a viable alternative to the provisions of the legislation. The non-prescription approach to strategy formulation have assisted Euro freeze in achieving their objectives to increase revenues. Although Euro freeze has seen a spike in revenue realized from the cooking demonstrations and frequent buyer programs, these tactics have brought other opportunities to the surface. For example, Euro freeze could employ a bundling vegetable, fruits and meat package solution, providing complete bundles of product for a specified meal based on consumer diet and specifications. Another method to reduce cost and spike revenue would be an early bird program where Euro freeze could offer slight discounts to consumers for shopping during traditional off peak hours determined by Euro freeze upper management. With the increasingly popular use of technology and all the benefits Organisations have enjoyed Euro freeze could implement programs that provide its customers with incentives to initiate or order its products online and tie it directly to an inventory management system. The more customers order online, the less Euro freeze has to hold items in inventory. “Creating an inventory management system that monitors usage and holds people accountable will be worth the effort and bring long-lasting results. When it comes to day-to-day operations, examine supply maintenance to be sure no one is over-ordering and keeping more supplies on hand than are necessary” (Julian, 2011, 417). All the programs will help the euro freeze exquisite food and help enterprises increase to generate revenue strategy to maintain healthy profit margins, while constantly cutting costs. Conclusion Euro freeze could conduct competitor analysis and from the analysis format decisions in local markets based on decisions of its competitor and the market distinctiveness. The analysis could be extended to evaluate the determinants of Euro freeze revenues as a function of market characteristics, including the presence of competing local businesses. With competitor analysis in play Euro freeze could also attend industry seminars and study company literature to identify its rivalry goals and strategies. Euro freeze persists to integrate efforts to support them in attaining its mission, through incorporating customer loyalty programs and added cost reduction services as well as increasing the cost consciousness of the business. These efforts, complimented by its strategy to provide a delightful and pleasing customer experience will ensure Euro freeze will remain a competitive business in the specialty foods industry. References Bert R. (2011), Marketing Channels: A Management View, Cengage Learning. Chen K. J. and Liu C. M. (2004) “Positive brand extension trial and choice of parent brand”, Journal of Product& Brand Management, Vol. 13 No. 1 pp. 25-36. Ghoderwar B. M. (2008) “Building brand identity in competitive markets: a conceptual model”, Journal of Product & Brand Management, Vol. 17 No. 1 pp. 4-12. Isobel, D., Robin, L. (2008), International Marketing Strategy: Analysis, Development and Implementation, Cengage Learning. Julian D. (2011), Distribution Channels: Understanding and Managing Channels to Market, Kogan Page Publishers. Kapferer J.N., (2005), ‘The New Strategic Brand Management’, London: Kogan page. Keller L. K. (2008) “Strategic brand management: Building, measuring, and managing brand equity”, 3rd edition, New Jersey, Pearson Education.