Natureview Farm Case

Natureview Farm Case Natureview Farm is a company that manufactures organic yogurt and is the industry leader with 24% market share. Its manufacturing process including the special recipe, longer shelf-life, no artificial ingredients, and product variety differentiated the brand and positioned it distinctively. The yogurt was produced in Vermont and sold in natural food stores only. The current predicament is for them to create a strategic plan, based primarily on distribution-oriented options, to exceed the $20 million revenue mark by the end of FY 2001. This was fueled by the withdrawal of the venture capitalist firm. The distribution strategies revolve around staying in the natural foods stores or further expanding out in to the supermarket channel. Therefore, the problem definition is that there is a need to expand and increase customer base to drive sales which would result in increases in revenues to meet corporate objective. Appendix 1 has a SWOT analysis that will help guide the rest of the discu ssion. Appendix 2 briefly explains the three options in question and has a financial forecast for all three options if they were pursued. Option 1 seems to attain the highest revenue and profit. The firm however would be risking entering the mass market distribution channel which would be a significant shift with its current operations i.e. both the marketing and operations of the firm would need to be re-aligned to meet the large distribution channel. Setting up and effective execution may not be reliably predicted given the 12 month implementation plan. Moreover, horizontal channel conflicts would also possibly be occur due to the customers buying the same product at a cheaper price at a more accessible location. This would give the supermarkets more channel power due to them being able to drive higher sales. Overall, the 8oz market has a 3% expected growth rate, and this number needs to be taken into account as well since it’s not as high as some of the other realized trends which will be discussed below. Option 2 has the next best revenue but not a great profit margin. Again, similar to the previous option, the firm would be entering the mass market distribution channel with all the risks highlighted above including horizontal channel conflict. With this option, the growth rate of the size of the yogurt is at 2% per year; however, the gross profit per sale is relatively high at 43.6%. Again, there is a slower growth rate present here but what’s more important to note is the lack of support provided by retailers for this size of the product. Given that a significantly smaller population purchases the larger tubs, the supermarkets place it in the lowest shelves in-stores and thus, may be overlooked in most scenarios. Finally, Option 3 gives a better profit than the former but not sufficient revenue. Nevertheless, this option highlights the trend and the researched growth rate of 12.5% with the children’s market and multi-pack sales which is an opportunity to capitalize on. This option also bears the least amount of risk due to minimal investment, maintaining and enhancing relationships with existing intermediaries and channel partners, and not having to undergo marketing changes such as brand positioning, or significant production changes. Gross profits with product sales here are 37.6%. There are some critical issues and analysis that need to be investigated before recommending which option be best for Natureview Farm. The first critical issue is that of keeping the company’s existing stance in mind: â€Å"We owe it to our customers, our suppliers, and our distribution partners to make the right strategic choices†¦Ã¢â‚¬  The second is that of not being able to secure other financing options for the company which implies that high-risk initiatives need to be chosen with extra caution. The channel flow analysis in Appendix 3 shows the differences between the supermarket channel and the natural foods channel. The relationship of the incentive compatibility with the service output of bulk-breaking is important since bulk-breaking is one of the primary value-added services that the intermediaries provide, which in turn increases the price of the yogurt for the end consumer. In addition, the product shelf-life is another factor that’s relevant with regard to service output demands. Both these factors are high in demand for the natural foods channel but not the supermarket channel which implies higher incentive compatibility with the former channel partnership. Consumers in turn would also want to be able to purchase a product that lasts longer and is broken down for them already. In the supermarket channel it can also be seen that there are more responsibilities added for Natureview to deal with such as merchandising, payments such as the slotting fee, and added promotions. The natural foods channel has these responsibilities eliminated and has further benefits such as tracking paperwork being down with the intermediaries and the information being passed upstream to Natureview. This does end up increasing the cost due to the additional work done by the intermediaries. The key issue is the horizontal conflict that could potentially occur due to channel power shifts and lack of control from the natural foods channel. Research showed that 67% of the US consumers find that price is a barrier to them purchasing the organic yogurt; this implies that these price sensitive individuals would be more inclined in purchasing the product at the supermarket. Based off the analysis, the best alternative to go forth with would be Option 3. This is mainly because it is the best channel that would avoid any horizontal conflicts stemmed because of a power struggle between the two separate channels. Option 3 also capitalizes on a growing trend in the market and the natural foods industry is expected to grow at 20% annually as well. It would be of interest to maintain and enhance the existing relationships with the channel partners since adding the supermarket channel into the system would make the partnership with the natural foods channel incompatible due to lack of incentives. Furthermore, this is the least risky option that they can invest in with higher returns on investment in comparison with the other options. With existing happy customers, a premium brand position, and strong partnerships with distributors like Wholefoods, Natureview can leverage its equity sources to increase revenue and market share by manufacturing the multipacks tar geted towards the younger population. The decision matrix in Appendix 4 further supports this recommendation. Appendix 1 – SWOT Analysis SWOT ANALYSIS – NATUREVIEW FARM STRENGTHS: No artificials, natural ingredients Market leader with 24% share in Natural Foods Channel Highest shelf-life products Strong Channel Partner Relationships WEAKNESSES: Highly dependent on brokers Only in natural food channel/not supermarket Still a small share in the full yogurt market OPPORTUNITIES: 12.5% growth rate with multi-packaged products for children Supermarket channel THREATS: Not sufficient capital and financing options No experience with supermarket channel Competition intensifying; Horizon Organic with 19% market share Cannibalization of sales Appendix 2 – Three options: Financial forecast Option 1 Forecasted Income Statement (Isolated) Price = $0.74 Revenue $25,900,000 COGS $10,850,000 Gross Profit $15,050,000 Expenses Advertising $2,400,000 Sales $200,000 SGA $320,000 Marketing $120,000 Slotting Fee $1,200,000 Trade Promotions $3,840,000 Broker Fee $1,036,000 Net Income $5,934,000 Option 2 Forecasted Income Statement (Isolated) Price = $2.7 Revenue $14,850,000 COGS $5,445,000 Gross Profit $9,405,000 Expenses Advertising $0 Sales $160,000 Marketing $120,000 Slotting Fee $2,560,000 Trade Promotions $4,096,000 Broker Fee $594,000 Net Income $1,875,000 Option 3 Forecasted Income Statement (Isolated) Price = $3.35 Revenue $6,030,000 COGS $2,070,000 Gross Profit $3,960,000 Expenses Advertising $0 Sales $0 Marketing $250,000 Slotting Fee $0 Trade Promotions $0 Cost of Complementary Cases $150,750 Broker Fee $241,200 Net Income $3,318,050 All the tables presented above have used data from the case for the numbers. The cost of each SKU is derived from Exhibit 3. The Expenses have been derived from the options described in the case. The statements are isolated i.e. they do not take into consideration existing operations and sales of products through the nature foods channel – they are only assessing the options themselves at an individual level. Appendix 3 – Channel Flow Analysis and Incentive Compatibility Supermarket Channel 15% Markup 27% $0.74 Natureview Physical possession à ¯Ã†â€™Ã‚   Ownership à ¯Ã†â€™Ã‚   Promotion à ¯Ã†â€™Ã‚   Payment (Slotting Fee) à ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Merchandising à ¯Ã†â€™Ã… ¸Ordering à ¯Ã†â€™Ã… ¸Payment à ¯Ã†â€™Ã… ¸Sales data à ¯Ã†â€™Ã… ¸Riskingà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Negotiationà ¯Ã†â€™Ã‚   Distributor Physical possessionà ¯Ã†â€™Ã‚   Ownershipà ¯Ã†â€™Ã‚   Promotionà ¯Ã†â€™Ã‚   Paymentà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Merchandising à ¯Ã†â€™Ã… ¸Ordering à ¯Ã†â€™Ã… ¸Payment à ¯Ã†â€™Ã… ¸Sales data à ¯Ã†â€™Ã… ¸Riskingà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Negotiationà ¯Ã†â€™Ã‚   Retailer Physical possessionà ¯Ã†â€™Ã‚   Ownershipà ¯Ã†â€™Ã‚   Promotionà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Payment à ¯Ã†â€™Ã… ¸Sales data à ¯Ã†â€™Ã… ¸Riskingà ¯Ã†â€™Ã‚   Consumer Natural Foods Channel 7% Markup 9% 35% $0.88 Naturev-iew Physical possession à ¯Ã†â€™Ã‚   Ownership à ¯Ã†â€™Ã‚   Free product caseà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Ordering à ¯Ã†â€™Ã… ¸Payment à ¯Ã†â€™Ã… ¸Sales data à ¯Ã†â€™Ã… ¸Tracking paperwork à ¯Ã†â€™Ã… ¸Riskingà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Negotiationà ¯Ã†â€™Ã‚   Natural Foods Wholesaler Physical possession à ¯Ã†â€™Ã‚   Ownership à ¯Ã†â€™Ã‚   Free product caseà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Ordering à ¯Ã†â€™Ã… ¸Payment à ¯Ã†â€™Ã… ¸Sales data à ¯Ã†â€™Ã… ¸Tracking paperwork à ¯Ã†â€™Ã… ¸Riskingà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Negotiationà ¯Ã†â€™Ã‚   Natural Foods Distributor Physical possessionà ¯Ã†â€™Ã‚   Ownershipà ¯Ã†â€™Ã‚   Stocking shelvesà ¯Ã†â€™Ã‚   Bulkbreakingà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Payment à ¯Ã†â€™Ã… ¸Sales data à ¯Ã†â€™Ã… ¸Riskingà ¯Ã†â€™Ã‚   Free product caseà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Ordering à ¯Ã†â€™Ã… ¸Payment à ¯Ã†â€™Ã… ¸Riskingà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Negotiationà ¯Ã†â€™Ã‚   Retail-er Physical possessionà ¯Ã†â€™Ã‚   Ownershipà ¯Ã†â€™Ã‚   à ¯Ã†â€™Ã… ¸Payment à ¯Ã†â€™Ã… ¸Riskingà ¯Ã†â€™Ã‚   Consumer Appendix 4 – Decision Matrix

Virtual Memory

Virtual Memory With today's modern technology, we need to ensure that our computers are able to run quick and with ease. In order to run programs with speed, Individuals need to ensure that they have sufficient memory to allow for programs running. Computers come with memory, but sometimes It Is not enough to run what Is needed or wanted. One way to ensure speed Is to use virtual memory. Virtual memory can be described as memory that emulates RAM, and allows programs to run as though the computer has more memory than It actually does.This Is a great benefit for Individuals who are running various programs at one time. According to Mr.. Stallings, he wrote â€Å"virtual memory allows for very effective multiprogramming and relives the user of the unnecessarily tight constraints of main memory† (p. 343, 2012). Using virtual memory is a good choice to help run programs on your system. There are two approaches to providing virtual memory in a system. They are paging and segmentati on. Paging is dividing the processes into very small fixed pages. When pages are loaded a page table is created.Segmentation is for varying of sizes. When segments are loaded a table is created for this process. A benefit is that paging and segmentation can be combined in memory management. Some benefits of using virtual memory are freeing up your systems RAM, cheaper than buying more RAM, and using either an external hard drive or USB thumb drives also gives you space to use. Freeing up your system's RAM is easy to do by closing out programs you are not using at the moment. This frees up space to be used by a program you are needed at the moment.RAM on some systems is not overly priced depending on the type. Individuals can spend a lot of money on upgrading their RAM if they are not careful with what they really need for their system. Two examples of virtual memory are an external hard drive or a USB thumb drive. Either of these can be used in connection to your system to give virt ual memory. Trying to run many programs at one time can cause your RAM to be full, and then no other programs can be started until others are closed. This is beneficial if you receive an error message stating memory Is low. Inning virtual memory is an alternative to buying more RAM for your system also. Stallings wrote â€Å"the addresses a program may use to reference memory are distinguished from the addresses the memory system uses to Identify physical storage sites, and program-generated addresses are translated automatically to the corresponding machine address† (p. 341 , 2012). If an Individual wants to change the size of their virtual memory, they can on their system. They can right click on their computer Icon, and click on properties.Click on the advanced settings tab, look down or the performance part and click settings. Your system will show a recommended amount of virtual memory, but the person can change It to what they feel Is needed. This is something that can be changed at any time just in case someone tries running on what they think is needed for their system. When installing and running programs, everyone would like their system to run quick. Having the right amount of RAM and virtual memory can help your system run smoothly and efficiently.

Information Security Essay

†¢What is the difference between a threat agent and a threat? Threat and Threat agent is on page 11. †¢What is the difference between vulnerability and exposure? Exposure page 10. Vunerability page 11. †¢How has the definition of â€Å"hack† evolved over the last 30 years? †¢What type of security was dominant in the early years of computing? Secure physical locations, hardware, and software from threats. Means of badges, keys, and facial recognition by security guards. †¢What are the three components of the C.I.A. triangle? What are they used for? Confidentiality, integrity, availability. Confidentiality page 13. Integrity page 13(bottom) and 14. Availability page 12. †¢Among the five components of an information systems, which are most directly affected by the study of computer security? People I believe †¢What paper is the foundation of all subsequent studies of computer security? It began with Rand Report R-609, sponsored by the Department of Defense, which attempted to define multiple controls and mechanisms necessary for the protection of a multilevel computer system. Page 5 and 6 for more on rand. †¢Who is involved in the security development life cycle? Who leads the process? Senior executive: Champion leads the process. Page 30 shows all of them. †¢Who is ultimately responsible for the security of information in the organization? Chief information security officer page 29 at bottom †¢What is the relationship between the MULTICS project and early development of computer security? †¢What was important about Rand Report R-609? †¢Who decides how and when data in an organization will be used or controlled? Who is responsible for seeing these wishes are carried out? †¢Who should lead a security team? Should the approach to security be more managerial or technical?

Essay on Jay Gatsby’s Dangerous Illusions in The Great Gatsby

Jay’s Dangerous Illusions in The Great Gatsby America is a land of opportunity and hopes and dreams can become reality. The American Dream consists of the notion that the struggling poor can achieve financial success through hard work. F. Scott Fitzgeralds novel, The Great Gatsby, puts this premise to the test while also warning against the dangers of believing too passionately in any dream. The central character, Jay Gatsby, proves a tragic hero who succeeds financially but fails emotionally when he attempts to hold onto something from the past(Mizener 126). Gatsby not only possesses imaginative dreams, but also idealistic illusions. These illusions eventually result in the unfortunate downfall of Jay Gatsby.†¦show more content†¦Not a second passes that Gatsby does not obsess about what could have been had things worked out differently five years before. Jay Gatsbys current state is one of emptiness and despair because he fails to live in the present by dwelling too much in the past. 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